Effects of Individual Client’s Competencies on Construction Project Performance: Mediating Participation Attitude and Partnership

Kanghee Park and Boyoung Kim ()
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Kanghee Park: Seoul Business School, aSSIST University, Seoul 03767, Republic of Korea
Boyoung Kim: Seoul Business School, aSSIST University, Seoul 03767, Republic of Korea

Administrative Sciences, 2024, vol. 14, issue 3, 1-17

Abstract: Within a construction project, the clients are categorized as private individuals, private companies, public institutions, etc. In this research, the private client is identified as a non-professional individual building owner and is involved in making decisions and solving problems for successful construction project performance. However, irrational decision-making and conflicts frequently occur with project delay and poor performance because the individual clients are normally non-professionals and lack the capacity to lead various stakeholders on the project. This study analyzes the effects of the project managerial competencies of the private individual clients on the construction performance. The client’s competencies were defined as ‘personal’, ‘social’, and ‘professional’ factors, and participation attitude and partnership were used as the mediating factors. The offline survey was conducted with 241 building owners in South Korea. The result indicates that personal and professional competencies had a positive effect on project performance, whereas social competency did not have an effect. Personal competency had the greatest effect on participation attitude and partnership. Social and professional competencies had a positive effect on partnership, not participation attitude. Hence, this shows that the personal competencies of the building owner as the end user of the project related to cognition, planning, and decision-making are important for project success.

Keywords: individual client; construction project; competency; participation attitude; partnership (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2024
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