Introduction - Building Back Better

Lyons, Michal; Schilderman, Theo; Saunders, Graham

doi:10.3362/9781780440064.001

Cited by 5 publications

(1 citation statement)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The client organization, therefore, has neither an occupant nor an operator. Even though this is a configuration that has been little explored when compared with traditional approaches used by institutional clients (e.g., developers or PPPs), it allows for anticipation of a different dynamic of relationships between actors (Lyons & Schilderman, 2010).…”

Section: Results: How the Contingency Factors Influence The Dynamic Smentioning

confidence: 99%

Structuring of Temporary Multi-Organizations: Contingency Theory in the Building Sector

Lizarralde

Blois

Latunova

2011

Project Management Journal

View full text Add to dashboard Cite

The appropriate management of construction projects presupposes a clear comprehension of the structure of the temporary multi‐organization (TMO); however, most of the work on the structuring of TMOs has concentrated either on procurement strategies or the structure of individual organizations. Current approaches, therefore, do not fully consider the roles of all project stakeholders, the informal communications, and the complexity of the client organization. Instead, we argue that the contingency theory contributes to the understanding of the structuring of TMOs. The analysis of 27 recent construction projects allows us to identify two contingency factors and patterns of configuration of the TMO.

show abstract

Section: Results: How the Contingency Factors Influence The Dynamic Smentioning

confidence: 99%

Structuring of Temporary Multi-Organizations: Contingency Theory in the Building Sector

Lizarralde

Blois

Latunova

2011

Project Management Journal

View full text Add to dashboard Cite

show abstract

Exploring residents’ expectations and designers’ perspectives towards post-earthquake permanent housing: A case study in Antakya

Tan,

Özcan

2024

International Journal of Disaster Risk Reduction

View full text Add to dashboard Cite

Rebuilding Communities after Disasters: Lessons from the Tsunami Disaster in Sri Lanka

Mulligan

2013

Global Policy

View full text Add to dashboard Cite

Disaster management literature is inundated with rhetoric about ‘community participation’ or ‘community‐led recovery’, yet the studies on how to achieve this have been unconvincing, displaying a shallow understanding of what ‘community’ means. Development scholars often argue that better preparation for ‘extreme events’ can prevent them from becoming ‘disasters’, but a string of recent disasters – from Haiti to Japan – reminds us that the world community will continue to be called on to help rebuild shattered communities. This article reflects the findings of a major study of social recovery from the 2004 tsunami in Sri Lanka that set out to identify and analyse examples of good practice with regard to community‐led recovery. It aims to elaborate what a community development approach to disaster recovery might look like as part of a more ‘deliberative’ and patient approach to long‐term social recovery.

show abstract

Introduction - Building Back Better

Cited by 5 publications

References 0 publications

Structuring of Temporary Multi-Organizations: Contingency Theory in the Building Sector

Structuring of Temporary Multi-Organizations: Contingency Theory in the Building Sector

Exploring residents’ expectations and designers’ perspectives towards post-earthquake permanent housing: A case study in Antakya

Rebuilding Communities after Disasters: Lessons from the Tsunami Disaster in Sri Lanka

Contact Info

Product

Resources

About