File Download

There are no files associated with this item.

  Links for fulltext
     (May Require Subscription)
Supplementary

Article: Organizational structures in the construction industry

TitleOrganizational structures in the construction industry
Authors
KeywordsEnvironment
Organizational structures
Project management
Technology
Issue Date1996
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
Citation
Construction Management And Economics, 1996, v. 14 n. 3, p. 199-212 How to Cite?
AbstractThe links between the theoretical issues influencing the structure of construction project organizations are discussed. The impact of the environment of a construction project and the technological sophistication of the project are considered in terms of how these factors shape project organizations. The environment is variously assayed for its complexity, its dynamism and its hostility. The technology used in projects is assessed by its level of certainty (whether it is well understood), its complexity and the level of interdependence between subactivities in the project. The variables are used to formulate hypotheses concerning their impact upon the structuring of construction projects and these are studied in 18 case studies. The research has been developed within an interpretive (phenomenological) paradigm. The findings suggest that complex environments lead to greater decentralization of authority, mainly by delegation. In the dimension of technology, complexity led to a wider use of liaison devices on projects with a greater number of technical functional specialists being used by projects. As projects become more technically interdependent then informality and flexibility are the principal mechanisms of project control.
Persistent Identifierhttp://hdl.handle.net/10722/81811
ISSN
2015 SCImago Journal Rankings: 0.967
References

 

DC FieldValueLanguage
dc.contributor.authorShirazi, Ben_HK
dc.contributor.authorLangford, DAen_HK
dc.contributor.authorRowlinson, SMen_HK
dc.date.accessioned2010-09-06T08:22:15Z-
dc.date.available2010-09-06T08:22:15Z-
dc.date.issued1996en_HK
dc.identifier.citationConstruction Management And Economics, 1996, v. 14 n. 3, p. 199-212en_HK
dc.identifier.issn0144-6193en_HK
dc.identifier.urihttp://hdl.handle.net/10722/81811-
dc.description.abstractThe links between the theoretical issues influencing the structure of construction project organizations are discussed. The impact of the environment of a construction project and the technological sophistication of the project are considered in terms of how these factors shape project organizations. The environment is variously assayed for its complexity, its dynamism and its hostility. The technology used in projects is assessed by its level of certainty (whether it is well understood), its complexity and the level of interdependence between subactivities in the project. The variables are used to formulate hypotheses concerning their impact upon the structuring of construction projects and these are studied in 18 case studies. The research has been developed within an interpretive (phenomenological) paradigm. The findings suggest that complex environments lead to greater decentralization of authority, mainly by delegation. In the dimension of technology, complexity led to a wider use of liaison devices on projects with a greater number of technical functional specialists being used by projects. As projects become more technically interdependent then informality and flexibility are the principal mechanisms of project control.en_HK
dc.languageengen_HK
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.subjectEnvironmenten_HK
dc.subjectOrganizational structuresen_HK
dc.subjectProject managementen_HK
dc.subjectTechnologyen_HK
dc.titleOrganizational structures in the construction industryen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0144-6193&volume=14&issue=3&spage=199&epage=212&date=1996&atitle=Organisational+structures+in+the+construction+industryen_HK
dc.identifier.emailRowlinson, SM:hrecsmr@hkucc.hku.hken_HK
dc.identifier.authorityRowlinson, SM=rp01020en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.scopuseid_2-s2.0-0000229669en_HK
dc.identifier.hkuros10459en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0000229669&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume14en_HK
dc.identifier.issue3en_HK
dc.identifier.spage199en_HK
dc.identifier.epage212en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridShirazi, B=7003474263en_HK
dc.identifier.scopusauthoridLangford, DA=7005059237en_HK
dc.identifier.scopusauthoridRowlinson, SM=7003696228en_HK

Export via OAI-PMH Interface in XML Formats


OR


Export to Other Non-XML Formats