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Venkataraman, V and Cheng, J C P (2014) Social network analysis on the inter-organizational interactions in green building projects. In: Raiden, A and Aboagye-Nimo, E (Eds.), Proceedings 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK, Association of Researchers in Construction Management, 845–54.
- Type: Conference Proceedings
- Keywords: green building; high-performance teams; organizational relationships; project communications; social network analysis
- ISBN/ISSN: 978-0-9552390-8-3
- URL: http://www.arcom.ac.uk/-docs/proceedings/ar2014-0845-0854_Venkataraman_Cheng.pdf
- Abstract:
Green building projects are collaboration intensive in nature, and construction of a green building involves execution of complex tasks that are different from those in conventional construction projects. Therefore, collaboration among stakeholders is critical to the success of a green building project. This paper aims to study the inter-organizational interactions among key project stakeholders in green building projects and to investigate the relationship between the interactions and the project performance. To achieve these aims, social network analysis techniques were used to analyse the organizational relationships in green building projects. Considering the nature of green building projects, network measurements were classified into four different aspects – (1) Design, (2) Sustainability, (3) Construction, and (4) Finance. Social network analysis metrics like density, centrality and degree were defined and used respectively to measure the organizational relationships, key players, and powerful and influential players in each network. The developed social network model was applied to a case study green building project in Hong Kong and the outcome is presented in this paper. First hand data concerning communication frequency and information exchanges were collected from key project participants involved in the green building project through interviews and questionnaire. The results show that over-involvement of the client due to the lack of trust in the design team and the strained relationship between the client and the project manager affected the overall project performance. Key players and potential bottlenecks in organizational relationships for each aspect in this green building project are discussed and suggestions for improving project performance were provided.