Design boundary dynamics in infrastructure projects: Issues of resource allocation, path dependency and problem-solving

Abstract

Due to their complexity and high social impact, urban infrastructure projects often face challenges in managing the design decision-making processes across disparate disciplinary and knowledge domain boundaries. This paper introduces the notion of design boundary dynamics to describe the various cross-boundary coordination phenomena associated with organising the design of infrastructure projects. Taking a practicebased theoretical stance, the paper presents findings of qualitative research on the nature and genesis of design boundaries and their relation to the strategic decision-making on a transportation infrastructure project. Findings illustrate the entangled processes, through which the disciplinary, knowledge-domain and stage-based design boundaries emerged as a result of unfolding project practices. Paper identifies the key role of resource allocation constraints, path dependency of project decisions, and problem-solving nature of design and concludes with strategic recommendations for upstream operational integration to mitigate the impact of design boundary dynamics on infrastructure projects.

Inter-organizational collaboration challenges and preconditions in industrial engineering projects

“…For example, the notion of the significant impact of the project leader's personal commitment and true leadership on the project success is in line with Ericksen and Dyer's (2004) results that emphasize how important it is for the team leader to receive high-quality outputs through quick mobilization of work and personnel socialization. Furthermore, our empirical findings support the notion that trust between parties is a necessary condition for the emergence of collaboration (Zerjav, 2015). Overall, the importance of developing trust and commitment through relationship and identity building efforts in the context of industrial engineering projects was highlighted by the interviewees, confirming prior findings on inter-organizational collaboration particularly in the construction sector (Aaltonen and Turkulainen, 2018;Oraee et al, 2017;Walker et al, 2017).…”

The determinants of project worker voice in project‐based organisations: An initial conceptualisation and research agenda

“…PBOs design their own ecosystems using the networks at their disposal through multiple interactions between agents, community and artefacts at the boundaries between the PBO, project teams and their stakeholders (Bellini & Canonico, 2008). Managing these boundaries is very important to PBOs as both the organisational and project boundaries are porous and allow for interference from networks (Zerjav, 2015).…”

“…However, it is our view that the study of voice in PBOs is important for the following four challenges that PBOs face. First, PBOs face significant knowledge sharing challenges, which are undermining their competitiveness (Zerjav, 2015). Second, PBOs are not engaging project workers enough (Dainty et al, 2009;Keegan & Den Hartog, 2018) and the lack of feedback (direct voice) limits opportunities to improve processes (Love et al, 2016), solve problems (Ahern, Leavy, & Byrne, 2014) and gather ideas for planning (Dainty et al, 2009).…”

Inter-organisational project network integration: a systematic literature review

“…The sources in which the main perspective was identified to be supplier integration were the works of Martinsuo and Ahola (2010), Ahola et al (2017), Zerjav (2015) and Zuo et al (2009). Even though the articles were categorised under supplier integration, the sources mainly focused on horizontal integration perspectives, thus they did not elaborate on supply chain integration in a traditional sense.…”

“…Supplier integration was defined as collaboration and control between the project contractor and supplier during project execution (Martinsuo and Ahola, 2010). Managerial strategies were proposed in order to achieve upstream operational integration, being resource allocation, collaborative arrangements such as alliances, and collaborative problem solving (Zerjav, 2015). A more reflective supply chain management and project management approach in building an integrated supply chain were also called for (Zuo et al, 2009).…”