Flexible Working in Construction Project Management: Enhancing and Sustaining Team Cohesiveness

Abstract

Background: The rise of flexible working, encompassing remote, hybrid, and officebased arrangements, has reshaped collaborative practices across project-based organisations. In the construction industry, where project teams are often fragmented and temporally dispersed, sustaining team cohesiveness under such conditions presents a unique challenge. As organisations increasingly prioritise work-life balance and digital connectivity, project managers require structured approaches to maintain effective team cohesiveness in flexible environments.
Objectives: This study examines how flexible working arrangements influence team cohesiveness in construction project environments and identifies strategies to enhance and sustain cohesive teamwork. It aims to develop a practical framework that supports project managers in navigating the interpersonal and operational complexities of team cohesiveness amidst the fluid nature of flexible working.
Methods: A sequential explanatory mixed-methods approach was adopted. A pilot survey informed the design of a refined version based on thirteen indicators of team cohesiveness, including quality communication, conflict resolution, feeling trusted and trusting others, feeling empathy and being empathic, motivation, job satisfaction, personal productivity, team productivity, and creativity. Quantitative data were analysed using Statistical Package for Social Sciences (SPSS), while qualitative insights from focus groups and interviews were processed using NVivo to explore contextual nuances and best practices.
Results/Findings: The study found that flexible working significantly affects team cohesiveness, introducing challenges such as diminished trust, fragmented communication, and fluctuating motivation. However, it also revealed that with the right tools, practices, and team culture, flexibility can strengthen collaboration. These insights informed the development of a five-component framework that enables project managers to assess, analyse, and enhance team cohesiveness using a recalibrated Likert-based benchmarking process. The framework transforms subjective perceptions into measurable metrics and supports continuous evaluation through visual diagnostics and targeted interventions. Industry experts validated its clarity, relevance, and practical applicability.
Research Significance: This research contributes to both theory and practice by addressing methodological gaps in cohesiveness assessment and offering a scalable, iv evidence-based solution for project managers. While developed within the construction sector, the framework’s principles are transferable to other project-driven industries. It empowers team leaders to build resilient, engaged, and high-performing teams in increasingly flexible work environments.
Future Research: Further studies could explore the digital transformation of the framework into an AI-enhanced e-tool, integrating technologies such as machine learning and expert systems. Its adaptability to functional (non-project-based) organisations also warrants investigation, broadening its impact across diverse workplace settings.

Date of Award	27 Nov 2025
Original language	English
Awarding Institution	Northumbria University
Supervisor	Kelechi Anyigor (Supervisor), Talib Butt (Supervisor) & Allan Osborne (Supervisor)