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Article: Managing organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfaces

TitleManaging organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfaces
Authors
KeywordsBoundary objects
Boundary spanning
Complexity
Fragmentation
Interdependence
Issue Date2012
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
Citation
Construction Management And Economics, 2012, v. 30 n. 8, p. 653-671 How to Cite?
AbstractExtensive and increasing specialization in construction has prompted much criticism-that fragmentation leads to poor performance. Such issues are magnified on engineering construction projects due to their size, complexity, financing, duration and execution by many organizations, often from several diverse countries. Theory, research perspectives and findings of boundary management studies are examined in the context of management of engineering construction projects. The objectives are to investigate theory and practices of boundary management; to examine how boundary management operates on engineering construction projects; and to produce a research agenda for studying further, important aspects of boundary management impacting on engineering construction projects. Conclusions are that the emerging theories provide insights but it is the nature of the markets-notably, the diverse objectives of stakeholders and the procedures and their practices in pursuit of self-oriented benefits-which are the main impediments to achieving greater coordination and collaboration. On complex engineering construction projects, many requirements are emergent and project participants co-evolve to yield self-organizing governance as projects progress within an often fixed formal framework. Recognition of performance interdependence among participants is an essential underpinning of commitment and cooperation; development and use of appropriate boundary management through boundary spanning and boundary objects can foster interaction and coordination even with participants' retention of their individual goals. © 2012 Copyright Taylor and Francis Group, LLC.
Persistent Identifierhttp://hdl.handle.net/10722/164576
ISSN
2015 SCImago Journal Rankings: 0.967

 

DC FieldValueLanguage
dc.contributor.authorFellows, Ren_US
dc.contributor.authorLiu, AMMen_US
dc.date.accessioned2012-09-20T08:06:18Z-
dc.date.available2012-09-20T08:06:18Z-
dc.date.issued2012en_US
dc.identifier.citationConstruction Management And Economics, 2012, v. 30 n. 8, p. 653-671en_US
dc.identifier.issn0144-6193-
dc.identifier.urihttp://hdl.handle.net/10722/164576-
dc.description.abstractExtensive and increasing specialization in construction has prompted much criticism-that fragmentation leads to poor performance. Such issues are magnified on engineering construction projects due to their size, complexity, financing, duration and execution by many organizations, often from several diverse countries. Theory, research perspectives and findings of boundary management studies are examined in the context of management of engineering construction projects. The objectives are to investigate theory and practices of boundary management; to examine how boundary management operates on engineering construction projects; and to produce a research agenda for studying further, important aspects of boundary management impacting on engineering construction projects. Conclusions are that the emerging theories provide insights but it is the nature of the markets-notably, the diverse objectives of stakeholders and the procedures and their practices in pursuit of self-oriented benefits-which are the main impediments to achieving greater coordination and collaboration. On complex engineering construction projects, many requirements are emergent and project participants co-evolve to yield self-organizing governance as projects progress within an often fixed formal framework. Recognition of performance interdependence among participants is an essential underpinning of commitment and cooperation; development and use of appropriate boundary management through boundary spanning and boundary objects can foster interaction and coordination even with participants' retention of their individual goals. © 2012 Copyright Taylor and Francis Group, LLC.-
dc.languageengen_US
dc.publisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp-
dc.relation.ispartofConstruction Management And Economicsen_US
dc.subjectBoundary objects-
dc.subjectBoundary spanning-
dc.subjectComplexity-
dc.subjectFragmentation-
dc.subjectInterdependence-
dc.titleManaging organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfacesen_US
dc.typeArticleen_US
dc.identifier.emailFellows, R: r.fellows@lboro.ac.uken_US
dc.identifier.emailLiu, AMM: ammliu@hku.hken_US
dc.identifier.authorityLiu, AMM=rp01432en_US
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1080/01446193.2012.668199-
dc.identifier.scopuseid_2-s2.0-84865051199-
dc.identifier.hkuros209201en_US
dc.identifier.volume30en_US
dc.identifier.issue8en_US
dc.identifier.spage653en_US
dc.identifier.epage671en_US
dc.publisher.placeUnited Kingdom-

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