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Alex, D P, Al Hussein, M, Bouferguene, A and Fernando, S (2010) Artificial Neural Network Model for Cost Estimation: City of Edmonton’s Water and Sewer Installation Services. Journal of Construction Engineering and Management, 136(07), 745–56.

Bashir, H A (2010) Removal of Redundant Relationships in an AON Project Network for Evaluating Schedule Complexity. Journal of Construction Engineering and Management, 136(07), 787–93.

Chiang, Y H, Cheng, E W L and Lam, P T I (2010) Employing the Net Present Value-Consistent IRR Methods for PFI Contracts. Journal of Construction Engineering and Management, 136(07), 811–4.

El-Anwar, O, El-Rayes, K and Elnashai, A S (2010) Maximizing the Sustainability of Integrated Housing Recovery Efforts. Journal of Construction Engineering and Management, 136(07), 794–802.

El-Gohary, N M and El-Diraby, T E (2010) Domain Ontology for Processes in Infrastructure and Construction. Journal of Construction Engineering and Management, 136(07), 730–44.

Gallego, E, Fuentes, J M, Ramírez, A and Ayuga, F (2010) Design of Tall Formworks by a Finite-Element Model. Journal of Construction Engineering and Management, 136(07), 803–10.

Hartmann, T and Levitt, R E (2010) Understanding and Managing Three-Dimensional/ Four-Dimensional Model Implementations at the Project Team Level. Journal of Construction Engineering and Management, 136(07), 757–67.

  • Type: Journal Article
  • Keywords: Technology; Implementation; Decision support systems; Social factors; Case studies; Three-dimensional models; Project management; Technology; Implementation; Decision support systems; Social factors; Case reports;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000174
  • Abstract:
    This paper introduces an extant, theoretical, social-psychological model that explains the sense-making processes of project managers confronted with a new technology to improve our understanding of project-based innovation processes. The model represents the interlinked processes through which project managers decide to implement new technologies on their projects according to the outcomes of these sense-making processes. The paper validates the model against observations gathered in four case studies of technology implementation on construction projects. Doing so, it assesses the general usefulness of the model to explain the success of technology implementation dynamics in project teams. The paper also derives a number of management suggestions from the model: for example, project managers should focus squarely on the immediate benefits of the technology in improving work processes on the project instead of focusing on long-term strategic firm or industry benefits.

Kim, A and Arditi, D (2010) Performance of MBE/DBE/WBE Construction Firms in Transportation Projects. Journal of Construction Engineering and Management, 136(07), 768–77.

Oo, B, Drew, D S and Lo, H (2010) Modeling the Heterogeneity in Contractors’ Mark-Up Behavior. Journal of Construction Engineering and Management, 136(07), 720–9.

Yang, J, Shen, G Q, Drew, D S and Ho, M (2010) Critical Success Factors for Stakeholder Management: Construction Practitioners’ Perspectives. Journal of Construction Engineering and Management, 136(07), 778–86.