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Koch, C and Marton, J (2002) Implementing multiskilled teams on the construction site: developing a Scandinavian model?. In: Greenwood, D (Ed.), Proceedings 18th Annual ARCOM Conference, 2-4 September 2002, Northumbria, UK. Association of Researchers in Construction Management, Vol. 1, 247–56.
- Type: Conference Proceedings
- Keywords: multiskilling; Scandinavian approach; site management
- ISBN/ISSN: 0 9534161 7 8
- URL: http://www.arcom.ac.uk/-docs/proceedings/ar2002-247-256_Koch_and_Marton.pdf
- Abstract:
Teamwork in construction has a long history and it’s nevertheless considered a contemporary organizational innovation. Groups of craftsmen working in teams has for long been the fundamental work organization unit on the Danish sites, whilst multiskilled teams have only for the last few years been considered a tool for further flexibilization and efficiency. The paper presents experiences with multiskilled teams within urban renewal projects in Denmark, but also relates about US cases that use multiskilling as a new labour strategy on the sites. A two dimensional typology of the characteristics of multiskilled teams is presented. One is focusing on the process of establishing the team, another on the content of the new work organization characterized by governance, technical and normative dimensions, drawing on Findlay et al., 2000 framework. The team establishing process is characterized by project and change management, degree of involvement and inclusion, training and gaining resources. Case material from three state-funded demonstration Danish projects is used to analyse how potential barriers for reorganizing was overcome in the process. Cooperation with unions, training, and the design of one central site and logistic team, proves crucial. A chief barrier in Danish construction is that working in a multiskilled manner still is a very limited general skill. But segregation of design and execution also produce problems. Finally, it is discussed whether the contemporary innovation of multiskilling is a Scandinavian model of employee empowerment and participation (so-called strong teams), and /or represents a management driven innovation in prolongation of Japanese ideas of teamwork (so-called weak teams).