Securing the embeddedness of psychosocial diffusion indicators into the Turkish construction industry

Abstract

Purpose The paper aims to investigate the employee–stakeholder engagement on business performance. A psychosocial approach was used to evaluate employees’ perception and role engagement on organisational performance, cognisant of: strategy development; leadership; fiscal acuity; employees’ skills, empowerment; supply chain relationships; external stakeholders and wider societal beneficiaries. Design/methodology/approach This research is context-bound to the Turkish construction industry. Findings generated from literature established a set of evidenced-based priorities for further investigation. A case study approach was conducted with three large architecture, engineering and construction (AEC) organisations to define psychosocial diffusion indicators and priorities for future uptake. Findings Initial findings on psychosocial diffusion indicators and their impact on business performance are presented through a psychosocial diffusion model. Three interconnected facets are proffered for future uptake: capability (responsiveness), capability (flexibility) and capability (competence). Research limitations/implications Findings are exclusively bound to the sample frame in question. No attempt has been made to undertake detailed cross-analysis/correlation to support internal/external consistency, validity or reliability. Practical implications Organisations are able to reflect on their core business strategy to appreciate how psychosocial diffusion can be operationalised. Social implications This work impinges on social factors embedded within (and across) organisational boundaries, including the AEC supply chain. It also relates to employer/employee relationships, psychological functioning and employee well-being. Originality/value Originality rests with the identification of construction-related psychosocial indicators. It contributes to the wider body of knowledge on embedding psychosocial indicators into organisational systems and processes, adding further insight into systems thinking and business transformation.