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9781444335156

Managing Change in Construction Projects A Knowledge-Based Approach

by ;
  • ISBN13:

    9781444335156

  • ISBN10:

    1444335154

  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2011-02-28
  • Publisher: Wiley-Blackwell

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Summary

Managing Change in Construction Projectsoffers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation; share, create and capture this collective knowledge for future re-use in similar situations.Through this knowledge-based approach, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry.The authors make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within two collaborative construction project team settings.By demonstrating how the social construction of knowledge works in construction settings, the authors challenge the prevailing change management solutions based on 'hard' IT approaches. The book offers guidance towards a balanced view that incorporates both IT-based and socially constructed approaches towards effective management of construction project change. helps construction managers improve the process of construction project change presents new theoretical models and offers practical guidelines first research-based book to directly address project change from a knowledge-based perspective draws on detailed studies with construction firms, including WS Atkins and Kier International encourages a move from the information driven, process integrated approach to a knowledge-based viewEssential reading for researchers in Construction Management and Knowledge Management, it will also be highly useful for senior managers, construction industry professionals and policy makers engaged in the management of project change events.

Author Biography

Sepani Senaratne, Senior Lecturer, Department of Building Economics, University of Moratuwa, Sri Lanka. Professor Martin Sexton, Director of Research, School of Construction Management and Engineering, University of Reading, UK.

Table of Contents

About the Authorsp. xi
Introductionp. 1
Backgroundp. 1
Need for the Investigationp. 3
Questions to Researchp. 5
Summary and Linkp. 5
Key Issues from the Literaturep. 7
Introductionp. 7
Construction Project Environmentp. 8
Nature of constructionp. 8
Construction project teamp. 9
Movement towards collaborative team approachesp. 10
Construction teamwork issuesp. 11
Construction Project Change Managementp. 13
Change management in generalp. 13
Nature of construction project changep. 14
Managing project change as a problem-solving processp. 15
Causes of construction project changep. 17
Effects of construction project changep. 18
Context of construction project changep. 19
Construction project change management approachesp. 20
Knowledge Management Perspectivep. 22
Evolution of knowledge-based theoriesp. 22
Knowledge-based views in the construction literaturep. 24
Role of Knowledge During Reactive Change Processp. 28
Properties of knowledge during reactive change processp. 29
Intra-project knowledge creation via reactive change processesp. 31
Inter-project knowledge transfer via reactive change processp. 37
Towards a knowledge-Based Reactive Change Processp. 41
Summary and Linkp. 44
Research Methodologyp. 47
Introductionp. 47
Case Study Research Designp. 47
Unit of analysisp. 47
Case screening and selectionp. 48
Data Collection Processp. 49
Selection of data collection techniquesp. 49
Interview structurep. 50
Interview processp. 52
Data Analysis Processp. 52
Summary and Linkp. 52
Case Study Resultsp. 53
Introductionp. 53
Case Study: Project Ap. 53
Case study descriptionp. 53
Contextual factors of changep. 54
Knowledge properties during changep. 63
Knowledge identification and utilisation during changep. 67
Intra-project knowledge creation during changep. 69
Inter-project knowledge transfer via changep. 78
Case Study: Project Bp. 83
Case study descriptionp. 83
Contextual factors of changep. 84
Knowledge properties during changep. 94
Knowledge identification and utilisation during changep. 99
Intra-project knowledge creation during changep. 100
Inter-project knowledge transfer via changep. 109
Summary and Linkp. 114
Cross-Case Analysisp. 117
Introductionp. 117
Contextual Factors of Change: P1 Discussionp. 117
Knowledge Properties During Change: P2 Discussionp. 121
Knowledge Identification and Utilisation During Change: P3 Discussionp. 123
Intra-Project Knowledge Creation During Change: P4 Discussionp. 125
Inter-Project Knowledge Transfer During Change: P5 Discussionp. 129
Summary and Linkp. 133
Conclusionsp. 135
Introductionp. 135
Summary of Propositionsp. 135
Summary of Proposition P1p. 136
Summary of Proposition P2p. 137
Summary of Proposition P3p. 138
Summary of Proposition P4p. 138
Summary of Proposition P5p. 139
Comment on the Conceptual Modelp. 139
Conclusions about the Overall Research Problemp. 141
Implications for Theoryp. 144
Theory of knowledge-based reactive change processp. 144
Implications for Practicep. 148
Interview Guidelinesp. 151
Example of an Interview Transcriptp. 157
Comparison Between Propositions and Codesp. 169
Referencesp. 173
Indexp. 183
Table of Contents provided by Ingram. All Rights Reserved.

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