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Abu El-Maaty, A E, El-Kholy, A M and Akal, A Y (2017) Modeling schedule overrun and cost escalation percentages of highway projects using fuzzy approach. Engineering, Construction and Architectural Management, 24(05), 809-27.
Agyekum-Mensah, G and Knight, A D (2017) The professionals’ perspective on the causes of project delay in the construction industry. Engineering, Construction and Architectural Management, 24(05), 828-41.
Boussabaine, A H and Duff, A R (1996) An expert-simulation system for construction productivity forecasting. Building Research & Information, 24(05), 279–86.
Caven, V (2006) Career building: women and non-standard employment in architecture. Construction Management and Economics, 24(05), 457-64.
Chan, A P C and Oppong, G D (2017) Managing the expectations of external stakeholders in construction projects. Engineering, Construction and Architectural Management, 24(05), 736-56.
Chang, R-D, Zuo, J, Soebarto, V, Zhao, Z-Y and Zillante, G (2017) Dynamic interactions between sustainability and competitiveness in construction firms: A transition perspective. Engineering, Construction and Architectural Management, 24(05), 842-59.
Cheah, C Y J and Liu, J (2006) Valuing governmental support in infrastructure projects as real options using Monte Carlo simulation. Construction Management and Economics, 24(05), 545-54.
Chen, J J and Wills, D (1996) Urban housing reform in China: policies and performance. Building Research & Information, 24(05), 311–7.
Denny-Smith, G and Loosemore, M (2017) Integrating indigenous enterprises into the Australian construction industry. Engineering, Construction and Architectural Management, 24(05), 788-808.
Edwards, D J, Shaw, A and Holt, G D (1996) Electronic document management systems and the management of UK construction projects. Building Research & Information, 24(05), 287–92.
Friedman, A and Cammalleri, V (1996) Advanced wood frame construction details in Canada. Building Research & Information, 24(05), 270–8.
Hassanein, A A G and Melin, J W (1996) Time constraints set by prime contractors for their sub-contractors. Building Research & Information, 24(05), 293–301.
Kale, S and Arditi, D (2006) Diffusion of ISO 9000 certification in the precast concrete industry. Construction Management and Economics, 24(05), 485-95.
Kaming, P F, Olomolaiye, P O, Holt, G D, Kometa, S T and Harris, F C (1996) Project managers' perception of production problems - an Indonesian case study. Building Research & Information, 24(05), 302–10.
Liu, A M M and Fang, Z (2006) A power-based leadership approach to project management. Construction Management and Economics, 24(05), 497-507.
Moore, D (1996) The Renaissance: the beginning of the end for implicit buildability. Building Research & Information, 24(05), 259–69.
Murphy, M E and Nahod, M-M (2017) Stakeholder competency in evaluating the environmental impacts of infrastructure projects using BIM. Engineering, Construction and Architectural Management, 24(05), 718-35.
Ramsaran, R and Hosein, R (2006) Growth, employment and the construction industry in Trinidad and Tobago. Construction Management and Economics, 24(05), 465-74.
Sinesilassie, E G, Tabish, S Z S and Jha, K N (2017) Critical factors affecting schedule performance: A case of Ethiopian public construction projects: engineers’ perspective. Engineering, Construction and Architectural Management, 24(05), 757-73.
Styhre, A and Josephson, P-E (2006) Revisiting site manager work: stuck in the middle?. Construction Management and Economics, 24(05), 521-8.
- Type: Journal Article
- Keywords: Site managers; construction projects; middle managers
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190600658743
- Abstract:
The literature on middle managers tends to portray their role in rather negative terms. Middle managers are here stuck in between superiors and subordinates, with few opportunities for determining their work situation. In the construction industry, site managers play a role similar to that of the middle managers of large companies, located in between the firm’s strategic decisions and day-to-day production work on construction sites. The aim of this study is to examine how site managers experience their work situation. Drawing on an interview study encompassing 13 site managers and seven foremen and top managers in 13 construction projects, the research suggests that site managers are generally pleased with their work situation even though they are critical of the demands made of them to handle a variety of heterogeneous activities. However, a work situation fraught with unanticipated challenges and ambiguities easily leads to excessive workloads and long working hours. It is concluded that the literature on middle managers presents too negative an image of middle management and thus needs to revise the assumptions regarding the nature of middle managerial work. In addition, the study also underlines the needs of construction firms to regard their middle managers as a central function and resource.
Tran, D Q, Molenaar, K R and Kolli, B (2017) Implementation of best-value procurement for highway design and construction in the USA. Engineering, Construction and Architectural Management, 24(05), 774-87.
Wang, D, Hadavi, A and Krizek, R J (2006) Chinese construction firms in reform. Construction Management and Economics, 24(05), 509-19.
Yiu, C Y and Tam, C S (2006) Rational under-pricing in bidding strategy: a real options model. Construction Management and Economics, 24(05), 475-84.
Zhang, G and Yang, J (2006) Factors influencing the implementation of the raised floor system in Australian office buildings. Construction Management and Economics, 24(05), 529-43.