Measuring Key Communication Behaviors in Integrated Project Delivery Teams

No-Blame Culture and the Effectiveness of Project-Based Design Teams in the Construction Industry: The Mediating Role of Teamwork

“…This study contributes to the growing body of research that examines the dynamics of integrated and multidisciplinary teams in the construction industry (e.g. Manata et al 2018, Pesämaa et al 2018. In construction industry projects, project team members are often confronted with unplanned or emergent situations, which require joint analysis of the situation, exploration of a wide range of alternatives and evaluation of the risks of failure (Hamzeh et al 2018).…”

“…In construction industry projects, project team members are often confronted with unplanned or emergent situations, which require joint analysis of the situation, exploration of a wide range of alternatives and evaluation of the risks of failure (Hamzeh et al 2018). To solve these situations, together, team members often have to improvise and think out of the box and challenge each other's' assumptions (Hamzeh et al 2018, Manata et al 2018. A no-blame culture is a supportive environment that encourages innovation amongst team members, because it enables them to speak up and share their ideas (Edmondson and Lei 2014).…”

“…Before a team can take effective actions, its members need to reach a common understanding of the issue at hand and how it can be solved (Barron 2000). To develop a joint understanding, team members must openly discuss their ideas, challenges others' assumptions, share information, and integrate their diverse knowledge and viewpoints (Allen et al 2005, Edmondson and Lei 2014, Manata et al 2018).…”

Compartilhamento De Sentido Ao Traduzir Objetivos Da Organização Em Sistemas De Informação

“…Percebe-se que só é atingido quando o foco de negócio é definido, o que permite uma comunicação mais coerente e melhores definições de projetos (JIANG, KLEIN e FERNANDEZ, 2018), já que as lacunas (gaps) entre os diferentes níveis de abstração dos objetivos levam a inconsistências (LIEBEL et al, 2018). Quanto à comunicação de objetivos no contexto de projetos, pesquisas mostram-na integrando as chamadas soft skills como fator chave de sucesso (ZUO et al, 2018;GARCÍA-CARBONELL et al, 2018), destacando-se a ênfase dada a ela no uso de métodos ágeis para desenvolvimento de sistemas (STERREN e GOLDING, 2018;NOGUERA, GUERRERO-ROLDÁN, MASÓ, 2018), a influência dos stakeholders (NAHYAN et al, 2019; OLIVEIRA e RABECHINI, 2019) e os diferentes tipos de comportamentos comunicativos (MANATA et al, 2018). Quanto à modelagem de processos de negócio, Ghalimi (2007) apresenta uma breve revisão da literatura acadêmica, que também tem demonstrado que muitas organizações não têm claramente seus processos mapeados e, quando os têm, eles não se encontram alinhados às suas estratégias (DEBEVOISE, 2007;GONÇALVES, 2000).…”

Factors Driving Success of Cost Management Practices in Integrated Project Delivery (IPD)

“…Integrated project delivery (IPD) is characterised by early, collaborative engagement of key stakeholders throughout all the phases of a project [1,2]. Compared to traditional methods of project delivery, such as design-bid-build, construction management at-risk and design-build, IPD is regarded as a superior delivery mode [3,4]. Evidence shows that IPD has the potential for improving fourteen key metrics of project performance, including quality, scheduling, communication management and cost performance [2,3].…”