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Caldas, C H, Gibson, G E, Weerasooriya, R and Yohe, A M (2009) Identification of Effective Management Practices and Technologies for Lessons Learned Programs in the Construction Industry. Journal of Construction Engineering and Management, 135(06), 531–9.
Chen, P, Partington, D and Qiang, M (2009) Cross-Cultural Understanding of Construction Project Managers’ Conceptions of Their Work. Journal of Construction Engineering and Management, 135(06), 477–87.
Cheung, S O, Chow, P T and Yiu, T W (2009) Contingent Use of Negotiators’ Tactics in Construction Dispute Negotiation. Journal of Construction Engineering and Management, 135(06), 466–76.
Hallowell, M and Toole, T M (2009) Contemporary Design-Bid-Build Model. Journal of Construction Engineering and Management, 135(06), 540–9.
Ho, S P, Lin, Y, Chu, W and Wu, H (2009) Model for Organizational Governance Structure Choices in Construction Joint Ventures. Journal of Construction Engineering and Management, 135(06), 518–30.
Kale, S (2009) Fuzzy Intellectual Capital Index for Construction Firms. Journal of Construction Engineering and Management, 135(06), 508–17.
Lo, W and Yan, M (2009) Evaluating Qualification-Based Selection System: A Simulation Approach. Journal of Construction Engineering and Management, 135(06), 458–65.
Lu, M, Lau, S and Poon, C (2009) Simulation Approach to Evaluating Cost Efficiency of Selective Demolition Practices: Case of Hong Kong’s Kai Tak Airport Demolition. Journal of Construction Engineering and Management, 135(06), 448–57.
Marti, P, Trümpi, S and Heinzmann, D (2009) Hydraulic Joint for Pipe Jacking. Journal of Construction Engineering and Management, 135(06), 439–47.
Molenaar, K R, Park, J and Washington, S (2009) Framework for Measuring Corporate Safety Culture and Its Impact on Construction Safety Performance. Journal of Construction Engineering and Management, 135(06), 488–96.
Wong, P S, Cheung, S O and Fan, K L (2009) Examining the Relationship between Organizational Learning Styles and Project Performance. Journal of Construction Engineering and Management, 135(06), 497–507.
- Type: Journal Article
- Keywords: Organizations; Information management; Knowledge-based systems; Construction management;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000010
- Abstract:
A review of literature on organizational learning suggested that organizations mainly exhibit three types of learning styles: single-loop learning (SLL), double-loop learning (DLL), and deutero learning (DeuL). SLL refers to the detection and correction of errors without adjusting one’s underpinning assumptions about performance requirements. DLL refers to improvement actions which are undertaken in response to the change of one’s underpinning assumptions. DeuL refers to the establishment of a system which propels continuous learning. It has been advocated that effectuating these learning styles are critical for attaining continuous project performance improvement. This paper reports a study that aimed to examine the relationship between organizational learning styles and performance improvement in construction projects. A conceptual model for the same was first developed. Data about the contracting organizations’ practice of learning styles and project performance were collected through a questionnaire survey. Structural equation modeling was used to examine the significance of the relationship between organizational learning styles and project performance improvement. It was found that the attainment of project performance improvement was positively related to the practice of DLL. Further, DeuL was found essential for facilitating the practice of SLL and DLL.
Zhang, X (2009) Win–Win Concession Period Determination Methodology. Journal of Construction Engineering and Management, 135(06), 550–8.