Using an exploratory approach, this research delves into the intricate interplay between diversity and team dynamics, using social network analysis as a powerful tool. By combining theoretical insights from literature with comprehensive network analysis, the effects of diversity on power, influence and communication on construction project teams are uncovered.
The initial phase of the research involves a literature review on diversity to develop an understanding of diversity within project teams. A preliminary survey collects data on diversity within two project teams and gathers relationship information based on Cross's four dimensions: frequency, responsiveness, effectiveness, and energy. This empirical data, along with social network analysis (SNA) metrics such as centrality, centralisation, density, clustering, and homophily, provides insights into the manifestation of diversity and its impact on team dynamics. The research findings and conclusions are presented to two experts in the field to enhance the understanding of diversity’s effects and obtain recommendations.
The literature review helped create a list of relevant diversity dimensions. Age, gender, language, and nationality are important personal traits, while educational background, functional background, experience, and team tenure are critical job-related traits. In addition, three parameters were integrated into the analysis to understand some of the observed network properties of the investigated project teams. These parameters include organisation, office location, and department.
The findings of this research highlight the significant impact of age, experience, education, functional background, nationality, and gender on team dynamics and collaboration within diverse teams. Age and experience were found to influence the closeness of team members, with younger and less experienced individuals being less connected to the larger network, particularly in relation to the oldest team members. In consultancy-based work or projects involving experts, higher educational degrees were associated with increased power, influence, and communication within the team. However, this trend was not observed in project management-based teams. The tendency to associate with others who share similar characteristics was evident based on nationality, with team members exhibiting a higher affinity to form connections towards individuals from their own nationality. Gender also influenced this effect, although to a lesser extent compared to nationality. Clustering based on nationality, gender, and functional background was observed.
Onboarding and extracurricular activities emerged as factors responsible for the visibility of the effects of diversity within project teams. A comparison revealed that the team where deliberate efforts were made to foster bonds among members exhibited lower variations in diversity-related network characteristics. This underscores the importance of effective onboarding processes prioritising trust-building, team integration, and establishing a cohesive unit. To enhance collaboration within diverse teams, several strategies are recommended based on these findings. They focus on reforming onboarding practices, embracing diversity and inclusivity, encouraging interdisciplinary collaboration, and addressing cultural and language barriers and considerations while building the formal organisational structure.
In summary, this research underscores the importance of understanding the various factors that influence the social structure within diverse teams. By implementing the strategies and recommendations outlined, organisations can create a more inclusive and collaborative environment, leading to improved team outcomes.