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Del Solar, P, Del Río, M, Villoria, P and Nadal, A (2016) Analysis of Recurrent Defects in the Execution of Ceramic-Coatings Cladding in Building Construction. Journal of Construction Engineering and Management, 142(04).
Du, J, El-Gafy, M and Zhao, D (2016) Optimization of Change Order Management Process with Object-Oriented Discrete Event Simulation: Case Study. Journal of Construction Engineering and Management, 142(04).
Jordan Srour, F, Kiomjian, D and Srour, I M (2016) Learning Curves in Construction: A Critical Review and New Model. Journal of Construction Engineering and Management, 142(04).
Kim, C, Kim, T, Lee, U, Cho, H and Kang, K (2016) Advanced Steel Beam Assembly Approach for Improving Safety of Structural Steel Workers. Journal of Construction Engineering and Management, 142(04).
Larsson, J, Lu, W, Krantz, J and Olofsson, T (2016) Discrete Event Simulation Analysis of Product and Process Platforms: A Bridge Construction Case Study. Journal of Construction Engineering and Management, 142(04).
Lucko, G and Kaminsky, J A (2016) Construction Engineering Conference and Workshop 2014: Setting an Industry–Academic Collaborative Research Agenda. Journal of Construction Engineering and Management, 142(04).
Mirzadeh, I and Birgisson, B (2016) Evaluation of Highway Projects under Government Support Mechanisms Based on an Option-Pricing Framework. Journal of Construction Engineering and Management, 142(04).
Shen, X and Marks, E (2016) Near-Miss Information Visualization Tool in BIM for Construction Safety. Journal of Construction Engineering and Management, 142(04).
Szentes, H and Eriksson, P E (2016) Paradoxical Organizational Tensions between Control and Flexibility When Managing Large Infrastructure Projects. Journal of Construction Engineering and Management, 142(04).
- Type: Journal Article
- Keywords: Paradoxical tensions; Principal–agent relationships; Project management; Construction management; Megaprojects;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0001081
- Abstract:
Recent socioeconomic changes have created and intensified paradoxical organizational tensions that companies in numerous industries, including the construction sector, need to address when organizing and managing their activities. The nature of these tensions has not been sufficiently explored in the existing construction management literature. Thus, this study analyzes tensions between control and flexibility at different organizational interfaces, as perceived by the managers of three large infrastructure projects that were parts of two different megaprojects in Sweden. The empirical findings highlight several tensions within three types of interfaces, that is, external, intraorganizational, and interorganizational tensions, that are important for both project managers and project owners to understand. This paper contributes to the project and construction management literature by illustrating the importance of a systemic paradox perspective, which is obtained by combining the paradox literature and principal–agent theory. A systemic paradox perspective is required to understand how tensions between control and flexibility are interpreted by different parties and how tensions in different organizational interfaces are interrelated and may be addressed to avoid suboptimization.
Wang, T, Tang, W, Qi, D, Shen, W and Huang, M (2016) Enhancing Design Management by Partnering in Delivery of International EPC Projects: Evidence from Chinese Construction Companies. Journal of Construction Engineering and Management, 142(04).
Xiong, W, Zhang, X and Chen, H (2016) Early-Termination Compensation in Public–Private Partnership Projects. Journal of Construction Engineering and Management, 142(04).
Zhang, L and El-Gohary, N M (2016) Discovering Stakeholder Values for Axiology-Based Value Analysis of Building Projects. Journal of Construction Engineering and Management, 142(04).