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Article: Dynamics of control in construction project teams

TitleDynamics of control in construction project teams
Authors
KeywordsEmpowerment
Formal control
Hong Kong
Informal control
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. 2, p. 189-202 How to Cite?
AbstractControl is pervasive in construction project environments. The management of projects through various planning and control tools has therefore been described essentially as rebureaucratization which increases control over individuals, teams and organizations through ideologies of efficiency and performativity. Yet certain characteristics of the project setting make it an ideal climate for the empowerment of individuals and teams. The manifestations of control in five construction project management teams involved in two ongoing construction projects in Hong Kong are examined. The interpretive and exploratory focus of the study favoured the use of a qualitative research design and the case study approach in particular. Control is viewed as all devices and systems employed to ensure that acts, behaviours, outcomes and decisions of individuals, teams and organizations are consistent with meeting organizational or project goals, objectives and strategies. The findings indicate that a portfolio of control modes is implemented in project teams comprising both formal (i.e. behaviour- and outcome-based) and informal (i.e. clan- and self-based) control mechanisms which are not necessarily incompatible. While formal control remains the primary control mode, a portfolio of control appears necessary to augment the inadequacies of formal control due to the evolving nature of the project environment. © 2010 Taylor & Francis.
Persistent Identifierhttp://hdl.handle.net/10722/128530
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.accessioned2010-11-02T03:11:10Z-
dc.date.available2010-11-02T03:11:10Z-
dc.date.issued2010en_HK
dc.identifier.citationConstruction Management And Economics, 2010, v. 28 n. 2, p. 189-202en_HK
dc.identifier.issn0144-6193en_HK
dc.identifier.urihttp://hdl.handle.net/10722/128530-
dc.description.abstractControl is pervasive in construction project environments. The management of projects through various planning and control tools has therefore been described essentially as rebureaucratization which increases control over individuals, teams and organizations through ideologies of efficiency and performativity. Yet certain characteristics of the project setting make it an ideal climate for the empowerment of individuals and teams. The manifestations of control in five construction project management teams involved in two ongoing construction projects in Hong Kong are examined. The interpretive and exploratory focus of the study favoured the use of a qualitative research design and the case study approach in particular. Control is viewed as all devices and systems employed to ensure that acts, behaviours, outcomes and decisions of individuals, teams and organizations are consistent with meeting organizational or project goals, objectives and strategies. The findings indicate that a portfolio of control modes is implemented in project teams comprising both formal (i.e. behaviour- and outcome-based) and informal (i.e. clan- and self-based) control mechanisms which are not necessarily incompatible. While formal control remains the primary control mode, a portfolio of control appears necessary to augment the inadequacies of formal control due to the evolving nature of the project environment. © 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. 2, p. 189-202. The Journal article is available online at: http://www.tandfonline.com/doi/abs/10.1080/01446190903365657-
dc.subjectEmpowermenten_HK
dc.subjectFormal controlen_HK
dc.subjectHong Kongen_HK
dc.subjectInformal controlen_HK
dc.subjectPortfolio of controlen_HK
dc.titleDynamics of control in construction project teamsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0144-6193&volume=28&issue=2&spage=189&epage=202&date=2010&atitle=Dynamics+of+control+in+contruction+project+teams-
dc.identifier.emailRowlinson, S:hrecsmr@hkucc.hku.hken_HK
dc.identifier.emailKoh, TY:tasykoh@hku.hken_HK
dc.identifier.authorityRowlinson, S=rp01020en_HK
dc.identifier.authorityKoh, TY=rp01611en_HK
dc.description.naturepostprint-
dc.identifier.doi10.1080/01446190903365657en_HK
dc.identifier.scopuseid_2-s2.0-77950957794en_HK
dc.identifier.hkuros172891-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-77950957794&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume28en_HK
dc.identifier.issue2en_HK
dc.identifier.spage189en_HK
dc.identifier.epage202en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridTuuli, MM=8257221700en_HK
dc.identifier.scopusauthoridRowlinson, S=7003696228en_HK
dc.identifier.scopusauthoridKoh, TY=36011696300en_HK

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