Abstracts – Browse Results
Click on the titles below to expand the information about each abstract.
Viewing 4 results ...
Bowen, P, Govender, R, Edwards, P and Cattell, K (2018) Work-related contact, work-family conflict, psychological distress and sleep problems experienced by construction professionals: An integrated explanatory model. Construction Management and Economics, 36(03), 153-74.
Bröchner, J (2018) Construction economics and economics journals. Construction Management and Economics, 36(03), 175-80.
Sherratt, F (2018) Shaping the discourse of worker health in the UK construction industry. Construction Management and Economics, 36(03), 141-52.
Szentes, H (2018) Reinforcing cycles involving inter- and intraorganizational paradoxical tensions when managing large construction projects. Construction Management and Economics, 36(03), 125-40.
- Type: Journal Article
- Keywords: empowerment; interorganizational; project management; flexibility; paradox; control; construction management; direction; construction
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2017.1315826
- Abstract:
In recent years, scholars have shown a growing interest in combining control and flexibility when organizing and managing large construction projects, in contrast with the traditional focus on control. Prior research recognizes that there is a paradoxical tension between control and flexibility, meaning that, while both approaches make sense individually, they appear impossible to combine. Large construction projects are interorganizational, which means that tensions between interorganizational control/flexibility coexist with tensions between intraorganizational direction/empowerment, but the interplay and possible reinforcing cycles involving the two tensions have rarely been investigated in prior research. A multiple case study of four large construction projects with three rounds of interviews show how intraorganizational direction/empowerment can influence interorganizational control/flexibility and vice versa, and demonstrate both vicious and virtuous reinforcing cycles that involve the two types of tensions. Therefore, contributing to the project management and construction management literature, it is argued that employing a systemic approach when studying interorganizational projects is essential. A systemic paradox perspective can reveal interdependencies between tensions at different organizational interfaces, improve the understanding of how individuals in all managerial positions interplay, and explain how reinforcing cycles emerge and develop; this is important to recognize when organizing, staffing and managing large construction projects.;In recent years, scholars have shown a growing interest in combining control and flexibility when organizing and managing large construction projects, in contrast with the traditional focus on control. Prior research recognizes that there is a paradoxical tension between control and flexibility, meaning that, while both approaches make sense individually, they appear impossible to combine. Large construction projects are interorganizational, which means that tensions between interorganizational control/flexibility coexist with tensions between intraorganizational direction/empowerment, but the interplay and possible reinforcing cycles involving the two tensions have rarely been investigated in prior research. A multiple case study of four large construction projects with three rounds of interviews show how intraorganizational direction/empowerment can influence interorganizational control/flexibility and vice versa, and demonstrate both vicious and virtuous reinforcing cycles that involve the two types of tensions. Therefore, contributing to the project management and construction management literature, it is argued that employing a systemic approach when studying interorganizational projects is essential. A systemic paradox perspective can reveal interdependencies between tensions at different organizational interfaces, improve the understanding of how individuals in all managerial positions interplay, and explain how reinforcing cycles emerge and develop; this is important to recognize when organizing, staffing and managing large construction projects.;