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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
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Nonis-Hudson-Hunt (p. 95-106) 



JOURNAL OF APPLIED BUSINESS AND ECONOMICS


Andragogy as a Tool to Transform Construction Management Students’ Conflict Management Styles


Author(s): David W. Martin

Citation: David W. Martin, (2020) "Andragogy as a Tool to Transform Construction Management Students’ Conflict Management Styles," Journal of Applied Business and Economics, Vol. 22, Iss.13,  pp. 37-51

Article Type: Research paper

Publisher: North American Business Press

​Abstract:

A common reason for Integrated Project Delivery (IPD) failures is that some construction managers struggled to adjust to IPD’s environment. IPD demands collaborative conflict management. The Thomas- Kilmann Conflict Mode Instrument (TKI) indicates that construction management (CM) students’ conflict management styles tend to be non-cooperative. An inability of a CM student to be collaborative may impede their competitiveness. Students in a CM program at Central Washington University (CWU) were exposed to conflict management through andragogical methods. Methods included active learning games and conflict-infused assignments. This study evaluated how conflict management styles evolved. The Avoiding, Compromising, and Collaborating styles showed significant differences.