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Article: Control modes and mechanisms in construction project teams: Drivers and consequences

TitleControl modes and mechanisms in construction project teams: Drivers and consequences
Authors
KeywordsConsequences of control
Drivers of control
Empowerment
Hong kong
Portfolio of control
Issue Date2010
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
Citation
Construction Management And Economics, 2010, v. 28 n. 5, p. 451-465 How to Cite?
AbstractControl is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment-control incompatibility thesis, the broader question of whether control is predominantly 'controlling' or rather supportive in work environments is addressed. Drivers and consequences of control modes and mechanisms in five project teams involved in two ongoing construction projects in Hong Kong are explored. As an interpretive and exploratory study, a qualitative research design and the case study approach in particular was appropriate. Framework, category formation and cross-case analysis techniques were employed to analyse data collected through documentary analysis, passive observations and semi-structured face-to-face interviews. The exercise of control is driven by a range of factors emanating from the individual-, team-, organization- and project-level. Control modes and mechanisms also have performance-related consequences for individuals, teams and organizations and are predominantly attributable to self-based control mechanisms. Preliminary evidence of the important link between self-control/empowerment and performance is therefore provided which is instructive for the performance improvement agenda in the construction industry. © 2010 Taylor & Francis.
Persistent Identifierhttp://hdl.handle.net/10722/128529
ISSN
2015 SCImago Journal Rankings: 0.967
References

 

DC FieldValueLanguage
dc.contributor.authorTuuli, MMen_HK
dc.contributor.authorRowlinson, Sen_HK
dc.contributor.authorKoh, TYen_HK
dc.date.accessioned2010-11-02T02:23:10Z-
dc.date.available2010-11-02T02:23:10Z-
dc.date.issued2010en_HK
dc.identifier.citationConstruction Management And Economics, 2010, v. 28 n. 5, p. 451-465en_HK
dc.identifier.issn0144-6193en_HK
dc.identifier.urihttp://hdl.handle.net/10722/128529-
dc.description.abstractControl is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment-control incompatibility thesis, the broader question of whether control is predominantly 'controlling' or rather supportive in work environments is addressed. Drivers and consequences of control modes and mechanisms in five project teams involved in two ongoing construction projects in Hong Kong are explored. As an interpretive and exploratory study, a qualitative research design and the case study approach in particular was appropriate. Framework, category formation and cross-case analysis techniques were employed to analyse data collected through documentary analysis, passive observations and semi-structured face-to-face interviews. The exercise of control is driven by a range of factors emanating from the individual-, team-, organization- and project-level. Control modes and mechanisms also have performance-related consequences for individuals, teams and organizations and are predominantly attributable to self-based control mechanisms. Preliminary evidence of the important link between self-control/empowerment and performance is therefore provided which is instructive for the performance improvement agenda in the construction industry. © 2010 Taylor & Francis.en_HK
dc.languageeng-
dc.publisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.aspen_HK
dc.relation.ispartofConstruction Management and Economicsen_HK
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.rightsThis is an electronic version of an article published in Construction Management and Economics, 2010, v. 28 n. 5, p. 451-465. The article is available online at: http://www.tandfonline.com/doi/abs/10.1080/01446191003702500-
dc.subjectConsequences of controlen_HK
dc.subjectDrivers of controlen_HK
dc.subjectEmpowermenten_HK
dc.subjectHong kongen_HK
dc.subjectPortfolio of controlen_HK
dc.titleControl modes and mechanisms in construction project teams: Drivers and consequencesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0144-6193&volume=28&issue=5&spage=451&epage=465&date=2010&atitle=Control+modes+and+mechanisms+in+construction+project+teams:+drivers+and+consequences-
dc.identifier.emailRowlinson, S:hrecsmr@hkucc.hku.hken_HK
dc.identifier.authorityRowlinson, S=rp01020en_HK
dc.description.naturepostprint-
dc.identifier.doi10.1080/01446191003702500en_HK
dc.identifier.scopuseid_2-s2.0-77953665575en_HK
dc.identifier.hkuros172877-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-77953665575&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume28en_HK
dc.identifier.issue5en_HK
dc.identifier.spage451en_HK
dc.identifier.epage465en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridTuuli, MM=8257221700en_HK
dc.identifier.scopusauthoridRowlinson, S=7003696228en_HK
dc.identifier.scopusauthoridKoh, YT=36165528400en_HK
dc.customcontrol.immutablejt 130923-

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