Date of Conferral

8-22-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Betsy Macht

Abstract

Some contract managers lack clear communication channels with their contract stakeholders on construction safety noncompliance, which is a well-known industry challenge. Stakeholders, contractors, and workers of construction companies need to communicate more effectively with contract managers to ensure job-related injuries are minimized. Grounded in contingency theory, the purpose of this qualitative pragmatic inquiry research study was to explore the strategies contract managers use to mitigate contractor safety noncompliance with awarded contracts. Ten contract managers with more than 5 years of experience in contract or construction management participated in semistructured interviews guided by an interview protocol. Data were analyzed thematically, revealing five strategies: (a) developing and implementing risk management plans and workplace safety policies, (b) increasing supervision through monitoring, compliance audits, and safety inspections, (c) effective communication and documentation about safety procedures and best practices. In addition, the themes included (a) conducting training on safety and promoting a strong safety culture, and (b) promoting ethical practices and implementing clear policies to prevent unethical conduct, such as bribery. A key recommendation is that to mitigate contractor safety noncompliance with awarded contracts, construction firms should promote ethical practices and implement clear policies against all forms of unethical conduct. The implications for positive social change include the potential for a reduction of job-related injuries among employees and the local community workforce in the construction industry

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