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Kokkonen, A and Vaagaasar, A L (2018) Managing collaborative space in multi-partner projects. Construction Management and Economics, 36(02), 83-95.
- Type: Journal Article
- Keywords: collaborative space; affordance; collaboration; co-location; integrated project delivery; building construction; cooperation; project management; management; case depth; construction management
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2017.1347268
- Abstract:
Collaboration across company borders in multi-partner construction projects has proven to be challenging. An increasing number of projects aim to strengthen such collaboration by collocating project members from different companies in the same physical space. Yet we know little about the management practices required for taking advantage of such a collaborative space. To begin to remedy this shortcoming, we present an in-depth case study of a hospital construction project that applied a collaborative space and focus on the management practices influencing this space. With the help of affordance theory, we identified two types of management practices and show how they transform across project phases. These management practices included designing the physical elements of the collaborative space, and creating shared collaboration practices for the space. We contribute to the construction management literature by taking the first step in conceptualizing the connections between space, management and collaboration practices in the context of multi-partner projects. We suggest managers to consider carefully what kind of collaboration practices the space is expected to enhance and plan the physical and social space to support it.;Collaboration across company borders in multi-partner construction projects has proven to be challenging. An increasing number of projects aim to strengthen such collaboration by collocating project members from different companies in the same physical space. Yet we know little about the management practices required for taking advantage of such a collaborative space. To begin to remedy this shortcoming, we present an in-depth case study of a hospital construction project that applied a collaborative space and focus on the management practices influencing this space. With the help of affordance theory, we identified two types of management practices and show how they transform across project phases. These management practices included designing the physical elements of the collaborative space, and creating shared collaboration practices for the space. We contribute to the construction management literature by taking the first step in conceptualizing the connections between space, management and collaboration practices in the context of multi-partner projects. We suggest managers to consider carefully what kind of collaboration practices the space is expected to enhance and plan the physical and social space to support it.;
Loosemore, M and Lim, B T H (2018) Mapping corporate social responsibility strategies in the construction and engineering industry. Construction Management and Economics, 36(02), 67-82.
Odoemena, A T and Horita, M (2018) A strategic analysis of contract termination in public-private partnerships: Implications from cases in Sub-Saharan Africa. Construction Management and Economics, 36(02), 96-108.
Olivieri, H, Seppänen, O and Denis Granja, A (2018) Improving workflow and resource usage in construction schedules through location-based management system. Construction Management and Economics, 36(02), 109-24.