Architectural quality

Arge, Kirsten

doi:10.1080/09613219508727465

Cited by 4 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This is an important finding because the dominant approach in the construction industry is based on relationships that are determined by legal boundaries (Meng et al 2011;Jelodar et al 2016). This might indeed explain why collaboration as a concept was discarded by Eriksson (2015) and Van der Vaart and Van Donk (2008), or why the influence of collaboration and integration on design quality (Arge 1995;Brown and Adams 2000;Owen et al 2010; Prins and Kruijne 2011) has been only studied by comparing traditionally procured projects with integrative project-delivery methods.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Collaboration and Integration in Project-Based Supply Chains in the Construction Industry

et al. 2018

View full text Add to dashboard Cite

This study investigates whether integrative and collaborative practices of the construction industry can be exclusively attributed to integrated project-delivery methods or whether traditional project-delivery methods also foster integration within project-based design teams. Project managers assessed team collaboration and the integration of teams into 46 construction industry projects in The Netherlands. Explanatory factor analysis (EFA) was used to identify the components that explained collaboration and integration within project design teams. Using analysis of variance of factor scores, the main finding of the study was that, in the construction industry, collaboration is an independent component in integrative and collaborative practices that can be reliably assessed in research. Furthermore, this study provides evidence suggesting that both traditional and integrated project-delivery methods might lead to collaboration over time. The third finding is that different project-delivery methods were not significantly different in terms of the dimensions of integration and collaboration, except in the component of inclusive decision making within the building team and for strategic partnering. The findings suggest that relying on the type of project-delivery method is not sufficient for managers communicating about the level of supply chain integration and collaboration.

show abstract

Section: Conclusion and Discussionmentioning

confidence: 99%

Collaboration and Integration in Project-Based Supply Chains in the Construction Industry

et al. 2018

View full text Add to dashboard Cite

show abstract

“…This is an important finding, since the dominant approach in the construction industry is that relationships are determined by legal boundaries (Meng 2012, Jelodar et al 2015. This might indeed explain why collaboration as a concept was discarded by Erikson (2015) and Van der Vaart and Van Donk (2008), or why the influence of collaboration and integration on design quality (Arge 1995, Prins and Kruijne 2011, Owen et al 2015 has been only studied by comparing traditionally procured projects with integrative project delivery methods.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Rules, Power and Trust

Koolwijk

2022

Architecture and the Built Environment

View full text Add to dashboard Cite

The aim of this PhD project was to explore the multi-level interplay between the interorganizational structures and interpersonal relations in building project organizations. In the first two studies, quantitative approaches were used to validate assumptions about how interorganizational structures are shaped by actors and how interpersonal relationships affect the effectiveness of project teams in the construction industry. These two studies were integrated in a third qualitative case study that explored the interplay between inter-organizational structures and interpersonal relationships in long-term partnerships. The third study sampled three cases of strategic partnerships which are characterized as longterm, highly integrated and collaborative relationships. To gain theoretical sensitivity in this thirdstudy, a conceptual framework was developed using the concepts from the first two studies. The major finding across the three studies is that the way integration in the supply chain develops is highly dependent on the interaction between project actors. The way actors use the interorganizational rules of a project organization, influences the level of trust and no-blame culture that emerges through interaction. In turn, the level of trust can influence the rules of actors. More specifically, dominant actors seem to able to change the rules of the system. When a dominant actor uses his power position to change the rules of the social system, it can make other actors lose their commitment to the partnership. This research shows that successful long-term and close collaboration between firms continuously requires careful consideration of how the organizational structures are designed and used and their effect on relationships between actors. One should not assume that integrated contracts and integrative practices that have been shown to work in one project, will automatically lead to close and long-lasting relationships between actors in another project.

show abstract