File Download

There are no files associated with this item.

  Links for fulltext
     (May Require Subscription)
Supplementary

Article: Constructing relationally integrated teams

TitleConstructing relationally integrated teams
Authors
KeywordsConstruction management
Contactors
Hong Kong
Integrated systems
Procurement
Singapore
Teamwork
Issue Date2005
PublisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.html
Citation
Journal Of Construction Engineering And Management, 2005, v. 131 n. 10, p. 1076-1086 How to Cite?
AbstractWorldwide initiatives to improve construction industry performance converge on the common need for more effective team-working. This is increasingly critical in the context of complex multiparticipant construction projects. Clashes of organizational, operational, national, and/or professional cultures point to the need for "relational integration" as a prerequisite for such synergistic teamworking. This paper draws on recent approaches to promoting trust and cooperation through (1) basic teambuilding techniques in general and (2) partnering and alliancing in construction projects. It then focuses on analyzing the views of Singapore-based contractors as derived from a survey to elicit the hypothesized 28 factors facilitating relationally integrated teambuilding, and 31 factors deterring such integration in construction project teams. On the whole: (1) 27 of the 28 factors facilitating integrated project team, and 26 of the 31 factors deterring integrated project team, are significant; (2) these two sets of factors could be represented by four and five "broad factors," respectively; and (3) except in a few cases, respondents from large and medium companies, as well as with and without experience in RC, have similar perceptions of the importance levels of different factors. These two sets of critical factors, as identified in this paper, complement two other previously isolated sets of factors that facilitate or deter a "relational contracting" culture. Taken together, they feed into a consolidated strategy for releasing the latent energies and potential synergies that should yield the much higher construction project performance levels that have been called for worldwide. © ASCE.
Persistent Identifierhttp://hdl.handle.net/10722/71315
ISSN
2015 Impact Factor: 1.152
2015 SCImago Journal Rankings: 1.219
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorKumaraswamy, MMen_HK
dc.contributor.authorLing, FYYen_HK
dc.contributor.authorRahman, MMen_HK
dc.contributor.authorPhng, STen_HK
dc.date.accessioned2010-09-06T06:30:52Z-
dc.date.available2010-09-06T06:30:52Z-
dc.date.issued2005en_HK
dc.identifier.citationJournal Of Construction Engineering And Management, 2005, v. 131 n. 10, p. 1076-1086en_HK
dc.identifier.issn0733-9364en_HK
dc.identifier.urihttp://hdl.handle.net/10722/71315-
dc.description.abstractWorldwide initiatives to improve construction industry performance converge on the common need for more effective team-working. This is increasingly critical in the context of complex multiparticipant construction projects. Clashes of organizational, operational, national, and/or professional cultures point to the need for "relational integration" as a prerequisite for such synergistic teamworking. This paper draws on recent approaches to promoting trust and cooperation through (1) basic teambuilding techniques in general and (2) partnering and alliancing in construction projects. It then focuses on analyzing the views of Singapore-based contractors as derived from a survey to elicit the hypothesized 28 factors facilitating relationally integrated teambuilding, and 31 factors deterring such integration in construction project teams. On the whole: (1) 27 of the 28 factors facilitating integrated project team, and 26 of the 31 factors deterring integrated project team, are significant; (2) these two sets of factors could be represented by four and five "broad factors," respectively; and (3) except in a few cases, respondents from large and medium companies, as well as with and without experience in RC, have similar perceptions of the importance levels of different factors. These two sets of critical factors, as identified in this paper, complement two other previously isolated sets of factors that facilitate or deter a "relational contracting" culture. Taken together, they feed into a consolidated strategy for releasing the latent energies and potential synergies that should yield the much higher construction project performance levels that have been called for worldwide. © ASCE.en_HK
dc.languageengen_HK
dc.publisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.htmlen_HK
dc.relation.ispartofJournal of Construction Engineering and Managementen_HK
dc.rightsJournal of Construction Engineering and Management. Copyright © American Society of Civil Engineers.en_HK
dc.subjectConstruction managementen_HK
dc.subjectContactorsen_HK
dc.subjectHong Kongen_HK
dc.subjectIntegrated systemsen_HK
dc.subjectProcurementen_HK
dc.subjectSingaporeen_HK
dc.subjectTeamworken_HK
dc.titleConstructing relationally integrated teamsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0733-9364&volume=131&issue=10&spage=1076&epage=1086&date=2005&atitle=Constructing+relationally+integrated+teamsen_HK
dc.identifier.emailKumaraswamy, MM:mohan@hkucc.hku.hken_HK
dc.identifier.authorityKumaraswamy, MM=rp00126en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1061/(ASCE)0733-9364(2005)131:10(1076)en_HK
dc.identifier.scopuseid_2-s2.0-26644442577en_HK
dc.identifier.hkuros123935en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-26644442577&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume131en_HK
dc.identifier.issue10en_HK
dc.identifier.spage1076en_HK
dc.identifier.epage1086en_HK
dc.identifier.isiWOS:000232040400005-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridKumaraswamy, MM=35566270600en_HK
dc.identifier.scopusauthoridLing, FYY=13310155600en_HK
dc.identifier.scopusauthoridRahman, MM=35570458800en_HK
dc.identifier.scopusauthoridPhng, ST=8860027200en_HK

Export via OAI-PMH Interface in XML Formats


OR


Export to Other Non-XML Formats