Abstract:
This is a qualitative research study designed to investigate the key drivers in high performing teams in the New Zealand construction industry. Whilst there is a vast body of knowledge on teams in the international literature, there is a fundamental gap in the New Zealand context. Construction is one of the last people-centric industries - thus, personnel management is as important as time, cost and quality. This study aims to examine the current universal best practices occurring in high performing teams and methods currently adopted to maintain their high performance. Thirty-six participants from ten teams range across three employment levels - Executive Management, Team Leader and Team Member were interviewed. Interview data collected from the primary research tool was analysed thematically to explore subjective, emergent themes. This was supplemented by a confirmatory questionnaire and a time split analysis. Analysis found eight elemental components universal across the teams. Effective management of 'barriers to performance' emerged as the only differing factor to that of traditional team norms. Due to the limitations of the research, the researcher was unable to make the intended finite link between the softer 'human' elements of high performing teams and the 'hard' productivity performance measures on projects. However from the interview findings, eight elements two original contributions have been made by this study in the form of a theoretical - 'Team Teardrop Theory' and a practical self-assessment framework 'The Team Flow Process'. These provide visual and practical insight and provide chronological steps for the forming and maintenance of effective teams. Further to this, recommendations have been made for future research including quantitative research directions.
