Determining Interconnectedness of Barriers to Interface Management in Large Construction Projects

Abstract

This study aims to identify the crucial barriers to interface management and understand the interdependencies in Large Infrastructure Construction Projects (LICP). Three-pronged sequential explanatory mixed methods research is adopted comprising a structured survey of experts (n=102) and semi-structured interviews (n=13). Subsequently, interpretive structural modelling (ISM) integrated with fuzzy protocol is used to analyse pairwise interrelationships among these factors. A ‘Multi-layered IM barrier’ model is developed with ‘Process related issues,’ 'Misaligned incentives among project stakeholders' and 'Frequent Change Orders' as the manifested barriers. On the other hand, this study also prioritized the barriers and classified them as driving, linking, and independent. The outcome of this study presents the interdependence of barriers and classification of barriers, focusing on proactive action on driving barriers, which is crucial to the knowledge of interface management. The impact position of LICP with the identified project issues can be compared against ‘Multi-layered IM barriers’ and can help project teams better strategize IM by focusing on essential barriers. In addition, such exercises can improve the coordination among participants in construction projects. Using a structured approach to identifying interdependencies among barriers to IM is a significant original contribution by the study.

Knowledge ambidexterity in construction project-based organizations: predicaments of knowledge networking intention within outbound consultant-supplier interfaces

“…Therefore, effective and efficient KG is critical to avoiding consultant-supplier interface-related difficulties (Lello et al. , 2023b; Malla and Delhi, 2022), incidental, unstructured, loose networks (Wang et al. , 2023) and distrust-based relationships (Cheng et al.…”

“…Moreover, most existing interactions within consultant-supplier interfaces are characterised by informal, segmented and uncoordinated KNI procedures (Cap et al, 2019;Cisterna et al, 2018). These interactions are expected to positively impact knowledge improvisation and networks (Cheng et al, 2023;Dong et al, 2023;Malla and Delhi, 2022). Procedures to supplement and complement the internal knowledge resources of PBOs within CSSC networks need to be organised and updated to withstand procedural inertia forces (Cheng et al, 2023;Ozawa, 2023).…”

“…(Gao et al, 2023;Jia et al, 2022;Marnewick and Marnewick, 2023;Zhang et al, 2023) to reinforce KNI and knowledge integration (transfer/sharing, creation and infusion) process. Therefore, effective and efficient KG is critical to avoiding consultant-supplier interface-related difficulties (Lello et al, 2023b;Malla and Delhi, 2022), incidental, unstructured, loose networks (Wang et al, 2023) and distrust-based relationships (Cheng et al, 2023;€ Ortqvist, 2020).…”

“…However, many PBOs are characterised by interface-related difficulties (Malla and Delhi, 2022), vague (loose/incidental) networks (Lello et al, 2023b;Wang et al, 2023), distrust-based relationships (Cheng et al, 2023;Zimmermann et al, 2020), procedural and self-reinforcement structures (Jia et al, 2022;Ozawa, 2023). These mechanistic, inflexible and traditional norms seem to hamper the formation of new dynamic knowledge networks (Chen et al, 2021;Jia et al, 2022;Khaksar et al, 2023).…”

“…However, many PBOs are characterised by interface-related difficulties (Malla and Delhi, 2022), vague (loose/incidental) networks (Lello et al. , 2023b; Wang et al.…”