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Brady, T, Davies, A and Gann, D (2005) Can integrated solutions business models work in construction?. Building Research & Information, 33(06), 571–9.

Bresnen, M, Goussevskaia, A and Swan, J (2005) Implementing change in construction project organizations: exploring the interplay between structure and agency. Building Research & Information, 33(06), 547–60.

Cicmil, S and Marshall, D (2005) Insights into collaboration at the project level: complexity, social interaction and procurement mechanisms. Building Research & Information, 33(06), 523–35.

  • Type: Journal Article
  • Keywords: collaboration; complexity; construction project; interaction; management skills; organizational change; project dynamics; project management; team integration; two-stage tender
  • ISBN/ISSN: 0961-3218
  • URL: http://taylorandfrancis.metapress.com/link.asp?id=g71m577u81j72322
  • Abstract:
    Drawing upon relevant concepts in organizational social theory (becoming ontology and processual view of complexity), and adopting an interpretative approach to studying organizational phenomena, this paper aims to make a contribution to the understanding of social processes in multi-organizational settings defined as ‘construction projects'. The study takes a critical view on the claimed advantages of non-conventional, innovative project procurement strategies as integration-enhancing mechanisms at the project level. Taking a swimming pool construction project governed by an innovative procurement procedure known as ‘two-stage tender’ as a case in point, the paper evaluates the extent to which better project team integration has been achieved in this context. Two major concerns emerged from the case study analysis: (1) two-stage tendering is an incomplete solution to tensions, adversarial culture and a lack of genuine cooperation over time; and (2) there is a need for facilitating mechanisms of a different nature to support and sustain collective situated learning and shared understanding of longer-term benefits of collaborative work. Based on the theoretical considerations and the interpretation of the empirical accounts, the paper proposes and refines a conceptual framework for understanding the complexity of construction projects as social settings. In the light of this framework, alternative concepts and skills for enhanced collaborative interaction among participating parties in this kind of social setting are suggested.

Green, S D and May, S C (2005) Lean construction: arenas of enactment, models of diffusion and the meaning of 'leanness'. Building Research & Information, 33(06), 498–511.

Harty, C (2005) Innovation in construction: a sociology of technology approach. Building Research & Information, 33(06), 512–22.

Koch, C and Bendixen, M (2005) Multiple perspectives on organizing: projects between tyranny and perforation. Building Research & Information, 33(06), 536–46.

Rooke, J and Clark, L (2005) Learning, knowledge and authority on site: a case study of safety practice. Building Research & Information, 33(06), 561–70.