چكيده به لاتين
Construction is a project-based activity. Such activities require the efforts of various stakeholders among numerous organizations, each with its own interests. This complexity, along with a multitude of unforeseen situations that can arise during a construction project, makes conflicts of interest among the contractor, consultant, and employer unavoidable. The conflict between the two main parties in a construction project (the employer, consultant, and contractor) is the most common type of conflict in projects. The causes of these specific conflicts are numerous and include ambiguous contractual conditions, delays in the supply of materials and equipment, changed conditions, poor communication, labor disputes, limited resources, inadequate design, and emergency events. Therefore, efforts must be made to reduce conflicts in projects to prevent the prolongation of project duration and costs. This study examines the conflict management present among consulting and contracting entities in construction projects and compares them with the conflict management of project managers (project executors) at the provincial level in Mazandaran. In this research, while outlining the foundations and concepts related to conflict management and presenting previous studies on conflict management, a questionnaire was developed based on identified conflicts through library studies, expert consultations, and interviews with contractors and consultants in Mazandaran. This questionnaire consists of three sections: the first section includes general information about the participants in the study, the second section contains 40 questions on a 5-point Likert scale, and the third section includes 6 different scenarios with options for conflict management styles. A total of 100 questionnaires were distributed among 44 contracting and consulting companies in Mazandaran, and after evaluating and verifying the collected information, 20 questionnaires were discarded due to inaccuracies in responses and the selection of repeated options. The remaining 80 questionnaires, which included 40 contractors and consultants and 40 project managers (project executors) from Mazandaran, were used in this research, and the results were analyzed and compared. Based on the conducted studies and the results of the conflict management questionnaire, contractors and consultants in Mazandaran use collaborative, compromising, accommodating, forcing, and avoiding styles in conflict management, respectively. Therefore, contractors and consultants in Mazandaran manage most conflicts in a way that preserves the interests of both parties. Project managers in Mazandaran also use collaborative, compromising, accommodating, forcing, and avoiding styles in conflict management, similar to contractors and consultants; however, the percentage of their use of conflict management styles differs from one another. Contractors and consultants use collaborative, accommodating, and forcing styles less than project managers; however, they employ compromising and avoiding styles more than project managers. Finally, effective solutions for reducing conflicts and research suggestions for future studies are presented. It is worth mentioning that this research pertains to construction projects, and the term "construction project" refers to the same. In this research, the project manager is the same as the project executor.
