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The Role of Construction Management in Conflict Resolution in

National Government-Funded Construction Projects in Uasin Gishu

Kenya .

Contributing factors to conflict in NGF Construction Projects in Uasin Gishu.

Margaret Thatcher Miyawa,

Prof. Sylvester Munguti Masu,

Dr. Sarah Gitau

Ongoing Masters student (TUK), Registered and practicing Building Technologist, Construction Project

Manager, Kenya

Proffesor in Department of Construction & Property Studies, TUK, Nairobi, Kenya

Senior Lecturer, Department of Construction and Property Studies (DCPS) , Kenya DOI:

https://doi.org/10.51244/IJRSI.2025.120800297

Received: 29 Aug 2025; Accepted: 04 Sep 2025; Published: 07 October 2025

ABSTRACT

National government-funded (NGF) construction projects in Kenya play a crucial role in fostering

infrastructure development and economic growth. However, these projects are often marred by persistent

conflicts arising from poor contract management, political interference, delayed payments, land acquisition

disputes, and stakeholder disagreements. These conflicts lead to project delays, cost overruns, and in extreme

cases, project abandonment. This study aimed to investigate the contributing factors to conflict in national

government funded construction projects. Specifically, the study sought to examine the delays in payment,

variation in design, misinterpretation of designs and delays in decision making by the stakeholders involved.

The study adopted a mixed-methods research design, integrating both quantitative and qualitative approaches.

Quantitative data was collected through self-administered questionnaires distributed to 173 respondents drawn

from a target population of 185 professionals, including project managers, architects, quantity surveyors and

contractors. Qualitative data was gathered through interviews with key industry players. The research utilized

descriptive statistics such as means and standard deviations, alongside inferential techniques like correlation

and regression analysis to interpret the findings. The study contributed valuable insights into how the

contributing factors of conflict in national government funded project in uasin Gishu. The findings informed

policy makers and practitioners, government agencies, construction managers, and other stakeholders on

contributing factor of conflicts in NG funded projects in Uasin Gishu. Ultimately, the study revealed that the

leading causes of conflict in national government-funded construction projects were late payment of

contractors (M = 4.27), poor communication among stakeholders (M = 4.14), and design changes (M =

3.89The regression model indicated a strong and significant contribution of construction management to

conflict resolution (R² = 0.770, p < .001). It was concluded that targeted management strategies, particularly

those emphasizing communication, stakeholder involvement, and contract clarity, are effective in minimizing

conflicts

Key words: construction management, conflicts, national government , delayed payments, variations,

INTRODUCTION

Construction projects funded by national governments are often complex, involving multiple stakeholders with

diverse interests, expectations, and responsibilities. The construction industry plays a significant role in

economic development, infrastructure growth, and employment creation (Ofori, 2019). However, conflicts are

common in these projects due to disagreements among stakeholders, project delays, contractual disputes, and

mismanagement of resources (Nguyen et al., 2022). Effective construction management serves a key tool in

mitigating and resolving such conflicts, ensuring that projects are completed within the stipulated time, budget,

and quality expectations.

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Conflict in construction projects arises from factors such as contract ambiguity, communication breakdowns,

and stakeholder competition (Cheung & Pang, 2021). In national government construction projects, conflicts

may escalate due to political influences, bureaucratic inefficiencies, and funding challenges. Construction

managers are responsible for overseeing project implementation, coordinating resources, and facilitating

communication among stakeholders (Zaneldin, 2020). By implementing conflict resolution strategies,

construction managers contribute to the successful completion of projects while maintaining professional

relationships among involved parties.

Construction management plays a vital role in ensuring the success of infrastructure projects worldwide,

particularly in addressing conflicts that arise in large-scale national government projects.

The construction industry in Africa plays a crucial role in national development by providing essential

infrastructure such as roads, bridges, housing, and government buildings. However, many national government

construction projects across the continent face significant conflicts arising from contractual disputes, delays,

cost overruns, resource misallocation, and political interference (Osei & Ameyaw, 2021). Effective

construction management strategies are essential for resolving such conflicts and ensuring successful project

delivery. This section examined construction management and conflict resolution mechanisms in five African

countries: South Africa, Nigeria, Egypt, Ethiopia, and Kenya.

Nigeria's construction industry is one of the largest in West Africa but faces persistent challenges related to

contract disputes, project delays, and corruption in national government projects (Ameh & Odusami, 2021).

The country lacks a unified construction dispute resolution framework, leading to frequent litigation, which

often stalls project completion (Ibrahim, 2020). The Second Niger Bridge project, a major government

infrastructure initiative, faced multiple legal and financial disputes among contractors, delaying its completion.

The Nigerian government has since promoted ADR mechanisms such as arbitration and mediation to address

construction conflicts (Eze, 2021).

Egypt has a well-established construction sector, driven by government-funded mega projects such as the New

Administrative Capital and the Suez Canal Expansion. Construction management in Egypt follows a structured

approach, with regulations set by the Egyptian Federation for Construction and Building Contractors (El-Sayed

& Abdel-Razek, 2021). The country employs a combination of litigation, ADR, and government arbitration to

resolve construction disputes.

Ethiopia has experienced significant infrastructure development, with government-led projects such as the

Grand Ethiopian Renaissance Dam (GERD) and Addis Ababa Light Rail. However, these projects have faced

major conflicts, including disputes over resource allocation, environmental concerns, and contractual

disagreements (Tefera & Gebremedhin, 2021). The Ethiopian government has institutionalized arbitration and

mediation as primary conflict resolution mechanisms in construction management, guided by the Ethiopian

Federal Arbitration Law (Wondimu & Getachew, 2022).

Kenya has a rapidly growing construction sector, driven by government-funded projects such as roads,

railways, and housing developments under the Vision 2030 initiative (Kithinji & Muiruri, 2020). The country’s

construction dispute resolution mechanisms include litigation, arbitration, and mediation under the Chartered

Institute of Arbitrators (CIArb) Kenya Branch (Ngotho & Karanja, 2021).

The Kenyan construction industry also utilizes the Public Procurement and Asset Disposal Act (PPADA) to

address disputes related to procurement and contractor selection (Wachira & Otieno, 2020). However,

challenges such as corruption, political interference, and bureaucratic delays continue to contribute to

construction conflicts. Strengthening ADR mechanisms and improving transparency in contract management

are essential steps for reducing disputes in Kenya’s construction sector.

One of the primary sources of conflict in government construction projects in Kenya is contractual disputes.

Many conflicts emerge due to disagreements between government agencies and contractors over contract

terms, payment schedules, and variations in project scope. Some contractors accuse government agencies of

altering project specifications without prior agreements, while others cite delays in payments that disrupt cash

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flow and slow down project implementation (Wachira & Otieno, 2020). Additionally, project delays caused by

bureaucratic inefficiencies, procurement challenges, and funding constraints further exacerbate conflicts

between contractors and government entities (Ngotho & Karanja, 2021). When projects take longer than

anticipated, stakeholders often engage in legal disputes over penalties, compensation claims, and extended

timelines.

Political interference has also contributed to conflicts in the construction industry. Changes in political

leadership sometimes result in the cancellation or renegotiation of contracts, leading to disputes between

contractors and the government. Political influences can also affect project Corruption and mismanagement

have further fueled disputes in national government construction projects. Allegations of bribery, favoritism in

tender awards, and misappropriation of funds have often led to legal battles and project delays (Kariuki &

Mutua, 2021).

Statement of the problem

The construction industry plays a vital role in national development, particularly in infrastructure expansion,

economic growth, and employment creation. In Kenya, the government has undertaken numerous large-scale

construction projects, such as roads, bridges, railways, and public housing initiatives, to enhance economic

development and improve the living standards of citizens (Kithinji & Muiruri, 2020). However, these projects

have frequently been marred by conflicts that arise at various stages of implementation, leading to delays, cost

overruns, contract terminations, and, in some cases, project abandonment (Omondi & Ochieng, 2022). The

persistent occurrence of disputes within government construction projects indicates a fundamental challenge in

the management and resolution of conflicts, which threatens the timely and successful completion of

infrastructure initiatives.

The problem of conflicts in national government construction projects has been exacerbated by several factors,

including delays in project payment approvals, variations in design, misinterpretation of designs, and delays in

project managers decision-making in national government-funded construction projects in Uasin Gishu

(Wachira & Otieno, 2020). Many contractors experience payment delays due to bureaucratic inefficiencies and

financial mismanagement, leading to strained relationships with government agencies. Furthermore, contract

variations, where project specifications change midway through implementation, create disagreements over

additional costs and extended timelines (Muchiri & Wanjiru, 2021).Cases of disputes between the government

and construction firms, as well as between contractors and subcontractors, have been common, resulting in

litigation and arbitration proceedings that further slowdown project execution.

(Kithinji & Muiruri, 2020). Strengthening contract management practices by ensuring clear contractual terms,

timely payments, and transparent procurement processes can also reduce conflicts. Therefore, there was

pressing need to investigate how construction management practices contribute to conflict resolution in

national government-funded construction projects in Uasin Gishu County.

LITERATURE REVIEW

A major source of conflict in public construction projects is the ambiguity or incompleteness of contract

documents. According to Cheung and Pang (2020), poorly defined responsibilities and unclear contract terms

often lead to disputes over scope changes, delayed payments, and accountability. In government-funded

projects, contracts are sometimes drafted under political pressure or fast-tracked to meet administrative

timelines, compromising technical details and increasing the potential for misunderstandings. Wachira and

Otieno (2020), assert that inadequate enforcement of the Public Procurement and Asset Disposal Act (PPADA)

in Kenya contributes to a high incidence of contractual disputes, particularly regarding procurement

procedures and payment timelines.

Scope creep, where project specifications are altered without corresponding adjustments in resources or

timelines, is another major trigger. Karanja and Wambugu (2020), studied road construction projects under the

Kenya Urban Roads Authority (KURA) and found that more than 60% of disputes arose from unplanned scope

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expansions that were politically motivated. Further, Kikwasi (2012), notes that conflicts often stem from

delayed payments, variation orders, and political interference in publicly funded projects.

Government-funded projects are particularly prone to conflict due to bureaucracy, political pressure, and rigid

procurement procedures. As Owolabi et al. (2014) observed, conflicts also arise from inadequate project

planning and frequent changes to project scope, which affect timelines and resource allocation. These

expansions strained contractor capacity and resulted in legal battles over compensation and deadlines.

Delayed payments are a persistent issue in public construction and one of the most cited sources of conflict.

Construction firms operating under government contracts often rely on timely payments to manage cash flow,

procure materials, and pay subcontractors. When payments are delayed due to bureaucratic red tape,

misallocation of funds, or political instability, it disrupts project timelines and breeds mistrust among parties

(Agyekum et al., 2021).

In Kenya, Ngotho and Karanja (2021), found that delays in processing interim payment certificates resulted in

frequent standoffs between contractors and public agencies. In some cases, contractors abandoned sites or

suspended work, citing financial strain. The researchers emphasized that the lack of financial transparency and

weak accountability systems in public agencies intensified these payment-related conflicts.

Poor communication among project stakeholders is another critical source of conflict. According to Karlsen et

al. (2020), the absence of structured communication frameworks results in misinterpretation of project goals,

duplication of efforts, and lack of accountability. In multistakeholder environments typical of government-

funded projects, the failure to coordinate between engineers, contractors, community representatives, and

oversight bodies leads to conflicting expectations and operational inefficiencies.

In a study conducted in Kenya by Gwaya et al. (2019), they emphasized that community exclusion from key

decision-making processes, such as project siting, compensation terms, and environmental impact, often results

in resistance or sabotage. The authors suggested that participatory planning is essential for aligning stakeholder

interests and minimizing oppositionrelated disputes.

In summary, the common sources of conflict in national government-funded construction projects are deeply

rooted in systemic weaknesses related to contract management, stakeholder engagement, payment processes,

political interference, and procurement integrity. Addressing these issues requires a holistic approach that

prioritizes transparency, inclusivity, and strong institutional oversight. In Kenya, the need for more robust legal

frameworks, better stakeholder coordination, and proactive construction management practices is paramount to

minimizing these recurring disputes.

Objectives

1 To find out delays in project payment approvals in national government-funded construction projects in

Uasin Gishu.

To investigate poor communication among stakeholders in national government-funded construction projects

in Uasin Gishu.

To assess design changes and variation in national government-funded construction projects in Uasin Gishu.

FINDINGS

Delays in project approval and payments

This section presents the findings on 'delays in project approvals', as gathered from 173 respondents. The

responses were measured on a five-point Likert scale ranging from 'Strongly disagree' to 'Strongly agree'.

Table 4.6 below shows- Delays in project approvals shows the distribution of responses, followed by a

graphical illustration.

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Table 1. Delays in project approvals payments

Response

Frequency

Percentage (%)

Strongly disagree

3.5

Disagree

24.3

Neutral

29.8

Agree

29.2

Strongly Agree

13.8

Total

173

100%

Source: Field Survey, May 2025

Figure 1: Pie chart representation of responses on delays in project approvals.

The results indicate that the highest proportion of respondents for 'delays in project approvals' were 'Neutral'

(29.8%). This suggests a tendency toward agreement or concern regarding this issue. The mixed distribution

across other categories also points to variability in perception, possibly influenced by role, experience, or

project exposure.

Variations in design

This second objective presents the findings on 'variations in design', as gathered from 173 respondents. The

responses were measured on a five-point Likert scale ranging from 'Strongly disagree' to 'Strongly agree'.

Table 2. Variations in design shows the distribution of responses, followed by a graphical illustration.

Response

Frequency

Percentage (%)

Strongly disagree

9.9

Disagree

10.5

Neutral

19.9

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Agree

29.8

Strongly Agree

30.6

Total

173

100

Source: Field Survey, May 2025

Figure 2. pie chart representation of responses on variations in design.

The results indicate that the highest proportion of respondents for 'variations in design' were 'Agree' (29.8%).

This suggests a tendency toward agreement or concern regarding this issue. The mixed distribution across

other categories also points to variability in perception, possibly influenced by role, experience, or project

exposure.

Poor communication among the stakeholders

This third objective section presents the findings on ‘Poor communication among the stakeholders’, as

gathered from 173 respondents. The responses were measured on a five-point Likert scale ranging from

'Strongly disagree' to 'Strongly agree' ‘Poor communication among the stakeholders’ shows the distribution of

responses, followed by a graphical illustration.

Table 3. Distribution of responses

Response

Frequency

Percentage (%)

Strongly disagree

10.5

Disagree

24.6

Neutral

38.0

Agree

Strongly Agree

15.8

Totals

173

100%

Source: Field Survey, May 2025

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Figure 3. Pie chart representation of responses on Poor communication among the stakeholders. Discussions

The findings of this study highlight critical factors that contribute to conflict in national government-funded

(NGF) construction projects in Uasin Gishu County. Among the most significant were delays in project

approvals (M = 4.27), which emerged as the leading cause of conflict. This aligns with previous literature,

where schedule slippages are frequently reported as the foremost source of disputes in large public projects due

to bureaucratic processes, inadequate planning, and limited resource allocation. Similarly, poor communication

among stakeholders (M = 4.14) was identified as a major contributor, underscoring the role of ineffective

information flow in creating misunderstandings, misaligned expectations, and mistrust between clients,

contractors, and consultants. Design changes and variation (M = 3.89) also played a notable role, reflecting the

disruptive impact of late modifications on project scope, costs, and timelines. These results reinforce the idea

that both technical and relational factors fuel conflict in the construction sector.

Finally, the regression model (R² = 0.770, p < .001) confirmed that construction management plays a strong

and significant role in conflict resolution. This finding suggests that nearly 77% of the variation in conflict

resolution outcomes can be explained by the application of construction management practices. The

implication is that conflict in NGF projects is not an inevitable occurrence but can be effectively managed

through structured project management approaches.

Overall, these results reinforce the pivotal role of construction management in conflict prevention and

resolution. They suggest that improving communication, enforcing contract clarity, and maintaining proactive

engagement are key pathways for reducing disputes and ensuring timely, cost-effective, and sustainable

delivery of NGF construction projects in Uasin Gishu County.

CONCLUSION

The study concludes that conflicts in national government-funded construction projects are primarily driven by

systemic and operational challenges such as delayed payments, poor communication, and design changes.

These factors reflect weaknesses in planning, coordination, and contract clarity, which contribute to

misunderstandings and friction among project stakeholders. The findings affirm that unless these root causes

are addressed, public construction projects will continue to suffer from preventable disputes that undermine

performance.

In relation to construction management practices, the study concludes that structured communication, regular

meetings, and use of standardized contract procedures play a vital role in mitigating conflicts. These

mechanisms enable early detection of issues and foster collaborative problem-solving. The presence of

formalized practices indicates a growing recognition of construction management as a proactive discipline in

public project governance, although gaps remain in enforcement and consistency.

The findings further conclude that unresolved conflicts significantly compromise project performance through

delays, cost escalation, and poor workmanship. The data underscores the detrimental ripple effect that disputes

have across project timelines, budgets, and quality outcomes.

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RECOMMENDATIONS

To address the key causes of conflict in government-funded construction projects, the study recommends the

adoption of automated project payment systems to eliminate delays, and the enforcement of standardized

design validation procedures to minimize costly variations. Furthermore, communication protocols should be

strengthened to ensure timely and accurate information flow among all stakeholders, supported by ICT

platforms where possible.

Construction managers should institutionalize practices such as frequent progress review meetings, use of

supervision tools, and adoption of formal communication logs. These practices must be complemented by

capacity-building programs that focus on negotiation, mediation, and contract administration. The government,

through agencies like NCA and PPRA, should spearhead continuous professional development for public

project managers with a focus on conflict mitigation.

To enhance the implementation of conflict resolution mechanisms, it is recommended that government

agencies and project teams institutionalize clearer communication frameworks and decision-making protocols.

Capacity-building initiatives should target both technical and nontechnical stakeholders to align understanding

and reduce harmful interference. Moreover, contract documentation and role definitions should be streamlined

to minimize ambiguity and enable managers to act decisively in resolving conflicts. Strengthening these areas

will promote a more enabling environment for timely and constructive conflict resolution in public

construction projects.

To minimize the impact of unresolved conflicts on performance, it is recommended that conflict resolution

mechanisms such as Dispute Resolution Boards (DRBs), project-level grievance redress systems, and early-

warning systems be integrated into all government construction contracts. Construction managers should also

be given more authority and legal support to enforce dispute resolution clauses without unnecessary escalation.

Best practices in conflict prevention such as involving stakeholders from the design stage, ensuring timely

disbursement of funds, and maintaining clear documentation should be mainstreamed in all government-

funded projects. This calls for the development of a national construction conflict management framework that

institutionalizes these practices and links them to performance evaluation, procurement compliance, and

contractor registration processes.

Some of the practical examples include:

Establishing Conflict Resolution Boards in NGF Projects

Integrate DRBs in contracts ought to be made mandatory in NGF contracts (e.g., using FIDIC provisions) to

establish a Dispute Resolution/Adjudication Board (DRB/DAB) at project inception.

Independent professionals who Constitute boards with neutral experts (engineers, QS, legal experts) who are

not directly tied to the project to ensure impartiality.

Standing vs. ad-hoc boards where Standing boards meet regularly (monthly/quarterly) to monitor and

proactively address brewing conflicts.

Ad-hoc boards are set up when a dispute arises—useful for smaller projects.

A Clear mandate & procedures: Draft terms of reference (TOR) that specify scope, authority, timelines for

decision-making, and appeal mechanisms.

Capacity building should be introduced to Train board members and project teams in negotiation, mediation,

and adjudication skills.

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Implementing Structured Communication Frameworks

Communication matrixx is Developed where responsibility–accountability matrix (who communicates what,

when, and to whom).

Regular coordination meetings are Establish structured weekly or biweekly meetings (client– consultant–

contractor) to address issues early.

Digital platforms where project management information systems (PMIS) like Procore, Oracle Primavera, or

local e-procurement portals to track approvals, variations, and correspondence. Central documentation

Maintains a shared digital repository (cloud-based or e-government systems) for contracts, drawings, minutes,

and progress reports to reduce disputes caused by miscommunication.

Conflict early warning system which eencourage reporting of issues (delays, payment disputes, design

changes) through early-warning notices in line with best practice (e.g., FIDIC Clause Introducing Stricter

Timelines and Automated Payment Systems

Enforce of payment timelines:- Align NGF projects with the Public Finance Management (PFM) Act by

setting maximum timelines (e.g., 30 days) for interim payment certificates. Automated payment tracking:-

Implement Integrated Financial Management Information Systems (IFMIS) with real-time dashboards for

monitoring pending and cleared payments.

Escrow accounts: For large projects, establish escrow accounts jointly managed by client and contractor to

ensure prompt release of funds.

Penalties for delays: Include contractual provisions for interest charges or liquidated damages on delayed

payments by the employer.

Performance-linked disbursements: Automate payments tied to milestones verified by the supervising

consultant, reducing bureaucratic bottlenecks.

Transparency & audits: Publish quarterly payment reports to improve accountability and minimize corruption-

related disputes.

Boards help resolve conflicts fairly and quickly, Structured communication prevents misunderstandings before

they escalate and Automated payments with strict timelines tackle the root cause of many conflicts (delayed

payments).

Streamlined approval processes by reducing bureaucratic layers and adopting e-procurement and e-payment

systems as well as the Treasury and relevant ministries to establish strict timelines for payment approvals and

enforce penalties for unjustified delays. Project dedicated accounts or escrow systems to guarantee availability

of funds for contractors. Project managers should enhance financial planning by preparing accurate cash-flow

projections to minimize reliance on late disbursements. Contractors should adopt transparent financial

reporting and engage regularly with client representatives to fast-track approval of payment certificates.

Government agencies should make structured communication protocols mandatory in NGF projects, including

reporting templates and regular progress meetings. Policies should encourage adoption of digital platforms for

centralized project information sharing and documentation. Project managers should hold frequent

coordination meetings with clear agendas and follow-up action plans. Contractors, consultants, and clients

should designate communication officers or liaisons to improve information flow and accountability. A

collaborative culture should be embraced by involving all key stakeholders in critical project deScision.

The Government to do comprehensive feasibility studies and stakeholder consultations at project inception to

reduce the frequency of design variations. A guideline should be developed and enforced with clear guidelines

for approving design changes, including mandatory cost-benefit and risk analyses. Adoption of modern design

technologies such as Building Information Modelling (BIM) in all NGF projects.

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Consultants should conduct rigorous design reviews before implementation to identify and rectify potential

errors early. The Contractors and project managers should document and justify all proposed changes, ensuring

transparency and accountability. Site-level supervision and quality assurance to minimize technical errors that

lead to redesigns should be strengthened.