A hypothesised model of project quality and management skills regarding the performance of construction SMEs in South Africa, Gauteng Province

Purpose Construction SMEs in Gauteng Province underperform due to poor project management skills and poor project quality. This study develops and validates a model that explores the relationship between project management skills, project quality, and SME performance. Design/methodology/approach The study adopted a quantitative correlational survey design using structured questionnaires analysed through regression analysis and exploratory factor analysis (EFA). Findings The findings, which aligned with the Resource-Based View (RBV) and Competency-Based View (CBV), indicate that project management skills improve project quality and SME performance with risk and design skills emerging as the strongest predictors. Research limitations/implications Although the study provides valuable insights into construction SMEs in Gauteng, the findings should be interpreted cautiously because of the disproportionate representation of lower- and mid-grade firms within the sample. Organisational and demographic factors such as firm size, contractor grading, and managerial experience were not included as control variables and may influence the observed relationships. Furthermore, the proposed mediating role of project quality was not empirically tested using advanced mediation techniques. Future research should therefore apply covariance-based structural equation modelling (SEM) or bootstrapping approaches to examine indirect effects and validate the proposed mediation model. Additional studies may also investigate the moderating influence of digital maturity, organisational culture, leadership style, and contractor grading across different provinces and developing economies. Practical implications The findings highlight the need for SME managers to prioritise the development of project management skills through targeted training, digital project tools, and structured quality management practices. Strengthening a quality-oriented organisational culture further enhances client satisfaction, reduces rework, and improves profitability. Social implications The findings have implications for government agencies, industry regulators, and SME development institutions involved in construction sector capacity-building. The study highlights the need for practical training in project management, risk management, design coordination, digital construction technologies, and quality management systems. Improved project quality may reduce project delays, cost overruns, and project failure while enhancing SME competitiveness, employment creation, and infrastructure delivery within Gauteng and similar emerging-market contexts. Originality/value Using multiple regression analysis, the findings show that project management skills significantly influence project quality (R2 = 0.808), with design and risk management skills emerging as the strongest predictors. Project quality also significantly improved profitability, innovation, customer satisfaction, and employee performance. The study demonstrates how project management capabilities translate into measurable organisational outcomes and contributes to the RBV and CBV literature by highlighting the role of strategic competencies in improving project quality and SME performance.