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Conference Paper: Social capital and construction project management: a vignette and theoretical framework

TitleSocial capital and construction project management: a vignette and theoretical framework
Authors
KeywordsSocial capital
Construction project organization
Relational paradigm
Issue Date2012
Citation
The CIB Joint International Conference on Management of Construction: Research to Practice (MCrP), Montreal, Canada, 26-29 June 2012, In Conference Proceedings, 2012, v. 2, p. 634-647 How to Cite?
AbstractExtant discourse of organizational social capital has been concentrated on permanent organizational settings. The basic tenet of the concept of social capital is that the social relations of actors within social sphere can be used to facilitate actions among the focal actors and those others that are directly or indirectly associated with the focal actors. This utilitarian notion of the concept should transcend organizational settings. In this respect, although paradoxical, with the construction project peculiarities of fragmentation, the lack of a central authority, transient organizing, interdependence and the resultant need for integration, and relative closure, social capital may be more relevant to project organizing. However, given that social capital represents the primordial feature of social activities among actors and its utility is contingent upon active use and engagement, the effects of social capital on project organizing is likely to be channeled through project organizational processes. We examined this proposition with the use of a vignette derived from case study of a building construction project in Hong Kong. Through the vignette, we demonstrate the applicability of the concept in construction project settings in relation to the proposition. Based on the findings, we put forth a theoretical framework of the social embeddedness approach to project organizing.
DescriptionConference Theme: Research to Practice
Persistent Identifierhttp://hdl.handle.net/10722/153294

 

DC FieldValueLanguage
dc.contributor.authorKoh, TYen_US
dc.contributor.authorRowlinson, Sen_US
dc.contributor.authorTuuli, MMen_US
dc.date.accessioned2012-07-16T10:05:12Z-
dc.date.available2012-07-16T10:05:12Z-
dc.date.issued2012en_US
dc.identifier.citationThe CIB Joint International Conference on Management of Construction: Research to Practice (MCrP), Montreal, Canada, 26-29 June 2012, In Conference Proceedings, 2012, v. 2, p. 634-647en_US
dc.identifier.urihttp://hdl.handle.net/10722/153294-
dc.descriptionConference Theme: Research to Practice-
dc.description.abstractExtant discourse of organizational social capital has been concentrated on permanent organizational settings. The basic tenet of the concept of social capital is that the social relations of actors within social sphere can be used to facilitate actions among the focal actors and those others that are directly or indirectly associated with the focal actors. This utilitarian notion of the concept should transcend organizational settings. In this respect, although paradoxical, with the construction project peculiarities of fragmentation, the lack of a central authority, transient organizing, interdependence and the resultant need for integration, and relative closure, social capital may be more relevant to project organizing. However, given that social capital represents the primordial feature of social activities among actors and its utility is contingent upon active use and engagement, the effects of social capital on project organizing is likely to be channeled through project organizational processes. We examined this proposition with the use of a vignette derived from case study of a building construction project in Hong Kong. Through the vignette, we demonstrate the applicability of the concept in construction project settings in relation to the proposition. Based on the findings, we put forth a theoretical framework of the social embeddedness approach to project organizing.-
dc.languageengen_US
dc.relation.ispartofProceedings of the Joint CIB International Symposium of W055, W065, W089, W118, TG76, TG78, TG81 and TG84en_US
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectSocial capital-
dc.subjectConstruction project organization-
dc.subjectRelational paradigm-
dc.titleSocial capital and construction project management: a vignette and theoretical frameworken_US
dc.typeConference_Paperen_US
dc.identifier.emailKoh, TY: tasykoh@hku.hken_US
dc.identifier.emailRowlinson, S: hrecsmr@hku.hken_US
dc.identifier.authorityKoh, TY=rp01611en_US
dc.identifier.authorityRowlinson, S=rp01020-
dc.description.naturepostprint-
dc.identifier.hkuros201766en_US
dc.identifier.hkuros211020-
dc.identifier.volume2-
dc.identifier.spage634-
dc.identifier.epage647-

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