INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025  
Optimizing Teamwork for Sustainability: Best Practice Strategies for  
Small and Medium – Sized Construction Enterprises in Malaysia  
Mohd Azroy Ag Rajak, Mohd Tajuzzaman Hassanor, Siti Maisarah Amdan, Abdul Raimi Abd Kadir,  
Azmi Ab Manan  
Faculty of Technology and Applied Science, Open University Malaysia,  
DOI: https://dx.doi.org/10.47772/IJRISS.2025.91100129  
Received: 16 November 2025; Accepted: 24 November 2025; Published: 02 December 2025  
ABSTRACT  
The Malaysian construction industry, a vital pillar of the national economy, is characterised by intense  
competition and market saturation, creating a precarious operating environment for Small and Medium-sized  
Enterprises (SMEs). A significant contributor to the high failure rate among these contractors is the chronic  
deficiency of effective teamwork within organizational structures. This study aims to establish a robust  
framework of best practices to enhance teamwork performance, thereby fostering resilience and long-term  
sustainability. Employing a quantitative methodology, data was collected via a structured questionnaire survey  
distributed to 67 G5-class contractors in the Klang Valley, Malaysia's primary construction hub. The research  
was structured in three phases: first, establishing the theoretical underpinnings of team formation via Tuckman's  
model; second, diagnosing critical impediments to teamwork; and third, formulating and validating a set of best  
practices. Findings reveal that the most critical barriers are multifaceted: personal ego at the individual level, a  
lack of leader motivation and enablement at the management level, and the pervasive "over-the-wall" syndrome  
at the cultural level. The study culminates in a hierarchy of 17 inter-related best practices. The top-tier strategies  
advocate for a synergistic approach: leadership must proactively motivate teamwork (management), individuals  
must be prepared to embrace behavioural change (individual), and a culture of open communication must be  
institutionalized (cultural). The study concludes that optimizing teamwork is not a unilateral responsibility but a  
tripartite commitment requiring initiated leadership, adopted individual change, and a sustained collaborative  
culture. This research provides an actionable, evidence-based roadmap for SME contractors to transform their  
operational dynamics, enhancing their competitive advantage and sustainability in an unforgiving market.  
Keywords: teamwork, construction SMEs, sustainability, best practices, Malaysia, competitive advantage,  
organizational performance, humanistic management, project management  
INTRODUCTION  
The global construction landscape stands as a monument to human ingenuity, marked by breath taking  
architectural feats and relentless technological advancement. Yet, beneath the surface of steel and concrete lies  
a more fundamental, human-centric determinant of success: the effective coordination and collaboration of  
people. The ancient adage that "a wise man leads a successful life" finds its modern corporate parallel in  
organizations steered by leadership that champions collective success through robust, synergistic teamwork.  
However, the modern business era is increasingly plagued by a culture that often glorifies individual ambition  
at the expense of collective goals, leading to a gradual but perceptible erosion of the collaborative spirit essential  
for complex undertakings (Khan et al., 2021). This challenge is particularly acute in the project-based  
construction industry, where the inherent complexity and interdependency of tasks demand seamless integration  
of multiple disciplines, yet the cultivation of cohesive teams is frequently undervalued.  
In the Malaysian context, this problem is magnified by a saturated and hyper-competitive market. The  
Construction Industry Development Board (CIDB) Malaysia (2023) reports a landscape densely populated with  
tens of thousands of registered contractors all vying for a limited pool of projects. This scarcity exerts intense  
competitive pressure, which disproportionately impacts small and medium-sized contractors who lack the  
financial buffers and extensive resources of their larger counterparts. While financial constraints are often cited,  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025  
a growing body of evidence identifies the absence of effective teamwork as a critical, yet addressable, reason  
for the failure of these SMEs to achieve sustainability and growth (Nawi et al., 2021; Lim & Ling, 2022).  
Dysfunctional teamwork not only stifles employee potential and caps organizational performance but also  
corrodes employer-employee relationships, ultimately compromising project outcomes in terms of cost, time,  
and quality (Ali et al., 2022; Ofori-Kuragu et al., 2021).  
Consequently, this research is motivated by the urgent and pragmatic need to address the teamwork deficit within  
Malaysian construction SMEs. The foundational premise is that survival and prosperity in this hyper-competitive  
industry require a deliberate and strategic effort from management to cultivate a collaborative culture (Rahman  
et al., 2020). A company cannot sustainably thrive on isolated acts of individual heroism, it requires the  
synergistic power of a unified team where, an element that is indispensable for the successful delivery of any  
construction project. This paper, therefore, seeks to bridge the gap between theory and practice by establishing  
a set of evidence-based, hierarchically-structured best practices. The ultimate aim is to provide a clear roadmap  
for small construction companies to promote and improve teamwork performance, thereby enhancing their  
operational resilience, sharpening their competitive edge, and securing their long-term sustainability.  
LITERATURE REVIEW  
The Conceptual Foundation and Imperative of Teamwork  
Teamwork can be comprehensively defined as a dynamic process involving a group of individuals working  
collaboratively towards a common and valued goal. It is characterized by synchronized efforts, mutual  
accountability, shared mental models, and the complementary integration of diverse skills and perspectives (Ling  
& Bui, 2020; Mathieu et al., 2019). In the context of the construction industry, an environment inherently defined  
by complexity, uncertainty, and a multitude of interdependent professions effective teamwork transitions from  
being merely beneficial to being absolutely essential for project success.  
A critical conceptual distinction, often blurred in practice, is that between a genuine "team" and a simple  
"working group." According to Le et al. (2021), a true team possesses a cohesive collective identity, a shared  
commitment to a common purpose, psychological safety that encourages open dialogue and risk-taking, and  
mutual accountability for outcomes. In contrast, a working group typically consists of individuals who coordinate  
their activities but operate primarily within siloed structures, focusing on individual responsibilities and  
performance metrics without a deeply ingrained sense of collective ownership.  
The theoretical understanding of how teams evolve was profoundly shaped by Tuckman's (1965) seminal model,  
which outlines five sequential stages of group development:  
1. Forming: The initial stage of orientation, politeness, and relationship building, where members  
understand the task and test boundaries.  
2. Storming: A period of inevitable conflict, competition, and negotiation as individual personalities, ideas,  
and working styles emerge and clash.  
3. Norming: The development of group cohesion, established norms, roles, and trust, leading to a more  
harmonious and collaborative environment.  
4. Performing: The stage of high effectiveness, where the team functions as a cohesive unit to achieve its  
goals efficiently and synergistically.  
5. Adjourning: The disbandment of the team upon completion of the task, often involving a period of  
reflection and recognition.  
This model underscores that effective teamwork is not an instantaneous occurrence but a developmental journey  
that requires skilled navigation through the turbulent Storming stage to reach the productive Performing stage.  
Effective collaboration typically begins to crystallize during the Norming stage and peaks at Performing,  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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highlighting the indispensable role of patient, adaptive, and skilled leadership throughout this developmental  
trajectory (Mumford et al., 2017).  
The Malaysian Construction Context: A Landscape of Fragmentation  
The Malaysian construction industry, while a significant contributor to the nation's GDP, is frequently described  
as fragmented and traditionally adversarial (Ahmad & Ibrahim, 2020; Durdyev & Hosseini, 2020). This  
fragmentation manifests as poor integration among the various project stakeholders, architects, engineers,  
quantity surveyors, and contractors, leading to pervasive inefficiencies, cost overruns, delays, and compromised  
quality (Othman & Shahidan, 2022).  
A particularly damaging manifestation of this fragmentation at the organizational level is the "over-the-wall  
syndrome." This metaphor describes a workflow where tasks are completed in isolated phases or departmental  
silos and then simply "tossed over the wall" to the next party with minimal communication, feedback, or shared  
responsibility (Nawi et al., 2021; Zhao & Wang, 2022). This syndrome creates significant barriers to integration,  
fosters a blame culture, and is a major inhibitor of a harmonious, proactive, and effective teamwork environment.  
It represents a fundamental breakdown in the collaborative process, forcing teams to constantly rectify issues  
that could have been avoided with earlier and more integrated input.  
A Multilateral Framework of Factors Affecting Teamwork Effectiveness  
Research indicates that teamwork effectiveness is influenced by a complex, interconnected array of factors. For  
analytical clarity, this study categorizes these factors into three primary perspectives (Le et al., 2021; Yang et  
al., 2021):  
1. Individual Factors: These pertain to the intrinsic attributes, behaviours, and attitudes of team members.  
Key detrimental factors include:  
a. Personal Ego: A reluctance to subordinate individual recognition and autonomy for the collective good  
of the team.  
b. Silo Thinking: A mindset of knowledge hoarding and an unwillingness to collaborate or share  
information across functional boundaries.  
c. Deficient Interpersonal Skills: Poor communication, active listening, and conflict resolution abilities.  
d. Multicultural Dynamics: In the Malaysian context, deeply ingrained multiracial dynamics can sometimes  
lead to the formation of cliques and cronyism, hindering the formation of a unified team identity.  
2. Management and Leadership Factors: The style, actions, and competence of leadership profoundly shape  
a team's dynamics and output. Critical factors include:  
a. Lack of Motivational Leadership: A leader's failure to inspire, motivate, and actively create enabling  
conditions for collaborative work.  
b. Authoritarian Leadership Style: An autocratic or top-down approach that stifles initiative, open  
communication, and participant buy-in.  
c. Poor Supervision and Direction: A lack of clear goals, defined roles, and constructive feedback.  
d. Silo-Reinforcing Structures: Organizational designs and reward systems that reinforce departmental  
boundaries rather than promoting cross-functional integration.  
3. Cultural and External Factors: These encompass the broader organizational culture and external  
influences that shape behaviour:  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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a. Groupthink: A phenomenon where the desire for harmony or conformity within the group results in an  
irrational or dysfunctional decision-making outcome, suppressing dissenting opinions and critical  
evaluation (Janis, 2009).  
b. Resistance to Change: An organizational inertia that defends established but inefficient work processes  
against new, collaborative methods.  
c. Over-the-Wall Syndrome: As previously discussed, this is a cultural pathology that normalizes disjointed  
workflows.  
d. Informal Group Influence: The disruptive impact of informal social networks that may operate with goals  
misaligned with the formal organization's objectives.  
Humanistic Management: A Philosophical Enabler for Collaboration  
A leadership philosophy that shows significant promise in countering these barriers and fostering teamwork is  
humanistic management. This approach represents a paradigm shift from rigid, transactional, and top-down  
authority towards cooperative, participative, and empowering leadership practices (Rahman et al., 2020; Melé,  
2016). It fundamentally recognizes employees as holistic human beings with intrinsic worth, valuable insights,  
and a desire for personal and professional growth, rather than treating them as mere instruments for production.  
By fostering authentic, two-way communication, demonstrating genuine care, and building trust-based  
relationships, humanistic management lays the essential groundwork for the psychological safety and mutual  
respect that are the bedrock of high-performing, innovative teams (Moehler et al., 2021; Edmondson, 2018).  
METHODOLOGY  
To achieve its objectives, this study employed a quantitative research design, chosen for its ability to  
systematically quantify perceptions and identify patterns across a targeted population. The research was executed  
across five distinct phases to ensure rigor and comprehensiveness.  
Phase 1: Literature Review and Objective Formulation  
A comprehensive review of extant literature was conducted to establish the theoretical foundation, leading to the  
formulation of three core research objectives:  
1. To identify the foundational process involved in forming an effective team.  
2. To investigate the critical factors influencing the effectiveness of teamwork in small construction  
companies.  
3. To establish and validate a set of best practices to emphasize and enhance teamwork performance.  
Phase 2: Population and Sampling  
The target population for this study was G5-class construction contractors, representing small enterprises,  
operating within the Klang Valley. This region was selected as it is the epicenter of Malaysia's construction  
activity, hosting the highest concentration of contractors and projects, thus providing a rich and relevant data  
source (CIDB Malaysia, 2023). A purposive sampling technique was used to select 67 such contractors for  
participation.  
Phase 3: Instrument Development and Pilot Study  
The primary data collection instrument was a structured questionnaire. To ground the study in practical realities  
and enhance the content validity of the survey, a preliminary pilot survey was conducted with three G7-class  
(large) contractors. The insights from these established firms helped benchmark and identify potential best  
practices, which were subsequently integrated into the main questionnaire.  
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The finalized questionnaire was divided into three sections:  
A. Section A: Collected demographic and organizational profile data (e.g., respondent's age, position,  
company size, years in operation).  
B. Section B: Investigated the critical factors affecting teamwork effectiveness using a 5-point Likert scale  
(1=Strongly Disagree to 5=Strongly Agree). Factors were categorized into the three pre-defined  
perspectives: Individual, Management/Leadership, and Cultural/External.  
C. Section C: Sought to establish and validate the best practices for emphasizing teamwork, also using a 5-  
point Likert scale and structured around the same three perspectives.  
Phase 4: Data Collection  
The questionnaires were distributed to the 67 targeted G5 contractors. The response rate was 100%, yielding 67  
complete and usable responses.  
Phase 5: Data Analysis  
The collected data underwent a rigorous analytical process. First, the reliability of the survey instrument was  
assessed using Cronbach's Alpha, which yielded scores of α = 0.756 for Section B and α = 0.754 for Section C,  
both exceeding the accepted threshold of 0.7, thus confirming good internal consistency. Subsequently,  
descriptive statistics, specifically mean scores and standard deviations were calculated for each variable. These  
mean scores were then used to rank the identified factors and proposed best practices in order of their perceived  
criticality and effectiveness, providing a clear, data-driven hierarchy.  
RESULTS AND FINDINGS  
Demographic Profile of Respondents  
The survey captured a diverse snapshot of the SME construction sector in the Klang Valley. The 67 respondents  
comprised a relatively young workforce, with the largest cohort aged 20-30 years (38.8%), followed by those  
aged 30-40 (29.9%), suggesting a dynamic and potentially digitally-native demographic. The racial composition  
reflected Malaysia's multi-ethnic tapestry: Malay (43.3%), Chinese (29.9%), and Indian (26.9%). In terms of  
organizational hierarchy, the majority held executive-level positions (Senior Executives 38.8%, Junior  
Executives 31.3%), with Managers (16.4%) and Directors (13.4%) providing crucial strategic insights.  
Regarding company characteristics, a significant proportion (38.8%) had been operating for over ten years,  
indicating a degree of resilience. However, 46.3% employed fewer than 20 people, firmly categorizing them as  
small enterprises and aligning with the study's focus.  
Hierarchy of Critical Factors Hindering Teamwork  
The analysis revealed a clear hierarchy of impediments, underscoring the multi-layered nature of the teamwork  
problem.  
Individual-Level Barriers: The most critical barrier identified was Personal Ego (highest mean score),  
manifesting as a resistance to trusting colleagues and a desire for individual acclaim over team success.  
Closely related and ranking second was Silo Thinking, indicating a pervasive mindset of knowledge  
protection and cross-functional reluctance.  
Management and Leadership Barriers: From this perspective, the most critical factor was the Lack of  
Leader Influence, Motivation, and Enablement. This points to a fundamental leadership gap where  
managers are not proactively championing, rewarding, or structurally facilitating collaborative work. The  
general Leadership Style was also a prominent factor, confirming that autocratic or disengaged  
approaches significantly stifle team synergy.  
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Cultural and External Barriers: The most detrimental cultural factor was the Over-the-Wall Syndrome  
(ranking fourth overall). This confirms that disjointed communication and a "hand-off" mentality remain  
deeply ingrained obstacles to integrated workflow and collective responsibility in the Malaysian  
construction context.  
Validated Best Practices for Emphasizing Teamwork  
The study culminated in the identification and validation of 17 best practices, ranked by their perceived  
effectiveness. The hierarchy suggests a logical, sequential implementation flow for maximum impact:  
1. Management-Initiated Action: The single most important practice is for leadership to "Motivate and  
promote employees to work as a team." This underscores that the initial catalyst for cultural change must  
be a deliberate, top-down directive supported by recognition and rewards.  
2. Individual Behavioural Change: The second and third-ranked practices, "Preparing to change to accept  
teamwork" and "Building trust among colleagues and team members", emphasize that the leadership  
impetus must be met with a willing internal shift in employee mindset and the conscious development of  
interpersonal trust.  
3. Cultural Reinforcement: Once the foundation is laid, cultural mechanisms can be institutionalised. The  
fourth-ranked practice, "Encouraging employees to speak up and express their opinions in meetings," is  
vital for creating the psychological safety necessary for innovation and problem-solving. Other highly  
ranked cultural practices include making colleagues feel valued, actively eliminating silo thinking  
through job rotation or cross-functional teams, and utilizing proper, transparent communication  
mediums.  
This hierarchy implies a synergistic model: Leadership initiates, Individuals adopt, and Culture sustains.  
DISCUSSION  
The findings of this study offer a nuanced and actionable understanding of teamwork dynamics within Malaysian  
construction SMEs, both confirming and extending existing literature.  
The identification of personal ego and silo thinking as the primary individual barriers aligns with contemporary  
research on psychological safety and knowledge management, which demonstrates how individualistic defences  
can cripple collective learning, innovation, and performance (Edmondson, 2018; Zhao & Wang, 2022). That  
these "soft" human factors ranked above technical skill deficiencies underscores a critical industry insight: the  
most significant barriers to performance are often behavioural and attitudinal.  
The paramount importance of leader influence and motivation powerfully reinforces modern leadership theories.  
This finding provides strong empirical support for the principles of transformational and humanistic management  
within the construction SME context (Moehler et al., 2021; Rahman et al., 2020). It suggests that a pivot away  
from traditional, directive leadership towards more empowering, supportive, and motivational approaches is not  
merely beneficial but essential for unlocking collaborative potential. Leaders in these SMEs must act as chief  
enablers, actively dismantling barriers and architecting an environment where teamwork is the default mode of  
operation.  
The persistent identification of the over-the-wall syndrome as a major cultural ailment confirms that  
fragmentation remains a chronic and costly issue (Durdyev & Hosseini, 2020). This validates the growing  
advocacy for implementing more integrated project delivery (IPD) models and leveraging digital collaboration  
tools like Common Data Environments (CDEs) and Building Information Modeling (BIM) that can bridge  
communication gaps and foster a shared sense of purpose from project inception to completion (Othman &  
Shahidan, 2022; Azhar, 2017).  
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The proposed sequence of best practices provides a strategic roadmap that closely mirrors established team  
development theory. This phased approach where leadership initiative, followed by individual buy-in, and  
culminating in cultural embedding, resonates with Tuckman's (1965) stages. The best practices serve as the  
practical interventions managers can deploy to guide their teams. For instance, "motivating employees to work  
as a team" is a direct leadership action pertinent to the Forming and Storming stages, while "encouraging open  
expression of opinion" is a cultural norm that helps manage conflict in the Storming stage and accelerates  
progress into Norming and Performing.  
CONCLUSION AND IMPLICATIONS  
This research successfully establishes a validated framework of best practices for optimizing teamwork  
performance in small and medium-sized Malaysian construction companies. The study concludes that:  
1. Effective teamwork formation is a developmental sequence, necessitating mindful leadership to guide  
teams through Tuckman's stages from initial formation to high performance.  
2. Teamwork effectiveness is critically hampered by a tripartite challenge: individual resistances (ego,  
silos), management shortcomings (lack of motivation), and cultural pathologies (over-the-wall  
syndrome).  
3. A coherent set of 17 best practices, when implemented in a strategic flow initiation through management  
leadership, adoption through individual behavioural change, and long-term sustainment via a supportive  
organizational culture can significantly enhance collaborative performance.  
The implications of this study are profoundly practical and strategic:  
1. For SME Owners and Managers: This research provides an evidence-based diagnostic and intervention  
toolkit. Managers can use the ranked factors to identify their most pressing teamwork issues and apply  
the corresponding best practices in a logical sequence to transform their organizations from collections  
of competing individuals into cohesive, high-performing units.  
2. For Industry Bodies (e.g., CIDB): The findings highlight an urgent need to modernize contractor  
development programs. Curricula must expand beyond technical skills to incorporate mandatory training  
in communication, conflict resolution, humanistic leadership, and team dynamics. Enhancing the "human  
stack" is as crucial as upgrading technical capabilities for achieving national goals of increased  
productivity, quality, and safety.  
3. For the Academic Community: This study contributes a context-specific, empirical model of teamwork  
optimization for construction SMEs, a critically under-researched area. It provides a foundation for  
further research into the interplay of leadership, culture, and individual behaviour in project-based  
settings.  
Limitations and Avenues for Future Research  
This study was deliberately focused on G5 contractors within the Klang Valley to provide depth of insight, which  
may limit the generalizability of findings to other regions or larger firms. Future research could expand this  
scope to include SMEs in East Malaysia or other developing economies to explore regional and cross-cultural  
differences. Furthermore, while this study captured the contractor's perspective, a valuable extension would be  
a multi-stakeholder comparative study, contrasting the views of clients, consultants, and contractors on  
teamwork influences across the entire project ecosystem. Finally, a longitudinal or action-research study,  
tracking the implementation of these best practices and measuring their direct causal impact on key project  
performance metrics (e.g., cost variance, schedule adherence, defect rates, and safety incidents), would provide  
even more compelling evidence for their efficacy and drive widespread industry adoption.  
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