Holistic methodology to understand the complexity of collaboration in the construction process

Sujan, Sujesh Francis; Kiviniemi, Arto; Jones, Steve; Wheatcroft, Jacqueline M.; Hjelseth, Eilif; Mwiya, Bwalimu; Alhava, Otto; Haavisto, A.

doi:10.1201/9780429506215-17

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“…The paper presents a philosophically similar approach to practice theory by investigating the reality of actual work practices (Bresnen, 2009); formed the basis of an award winning paper at the European Conference on Product and Process Modelling in 2018 (S.F. Sujan et al, 2018). Harty and Leiringer (2017) explains the tendency of construction management based research to shape or mutate based on the intended audiences; the methodological approach presented in this paper combines both qualitative and quantitative elements limiting this by allowing close comparison, thereby reducing the impact of subjectivity driven by the researcher's personal view.…”

Section: Introductionmentioning

confidence: 99%

Holistically assessing collaborative culture in the AEC industry

Sujan¹,

Jones²,

Kiviniemi³

et al. 2020

ITcon

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The insufficient understanding and literature on people collaborating in the Architectural-Engineering-Construction (AEC) industry has prompted researchers to investigate this by conducting project-to-project comparisons. A mixed method-based comparison of two construction projects’ design teams was made in order to present factors to be considered in fostering a positive collaborative culture. Client knowledge and involvement, existing relationships between teams, stronger informal collaboration, a decentralised leadership style and the adequate monetary motivation to a firm were found to be most critical. The study also assessed whether the use of holistic analysis methods can quantitatively show the differences between the projects; in particular, which project had a more positive collaborative culture. The perception based method used correlated the variance of perception of the teamwork environment and systemic risk to the projects with a more positive collaborative culture; 80% of constructs (some postulated attribute of people assumed, to reflect in test performance) supported the qualitative data. Additionally, assessments of the personalities of respondents from the project with a more collaborative culture also showed higher collective agreeableness. Findings suggest that projects with more changes, more assumptions made and uncertainty in requirements affect the collaborative culture negatively.

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Section: Introductionmentioning

confidence: 99%