Prior ties and trust development in project teams – A case study from the construction industry

Buvik, Marte Pettersen; Rolfsen, Monica

doi:10.1016/j.ijproman.2015.06.002

Cited by 141 publications

(118 citation statements)

References 74 publications

(126 reference statements)

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“…Other empirical studies point out that PM failure may be due to the failure or a deficiency of the "human" project success factors (Belout and Gauvreau, 2004;Cooke-davies, 2002), amongst others, project collaboration (Aapaoja et al, 2013;Dietrich et al, 2010;Klimkeit, 2013; Michaels and Krisher in Mishra et al, 2015) and trust (Buvik and Rolfsen, 2015;Chiocchio et al, 2011a;Henderson et al, 2016;Jarvenpaa and Leidner, 1998;Kadefors, 2004;Kalkman and de Waard, 2016;Manu et al, 2015;Munns, 1995;Porter and Lilly, 1996;Rezvani et al, 2016;Smyth et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…SEM has however already been used in the construction industry to investigate the relationship between trust and partnering success (Wong and Cheung, 2005) and trust and project success (Weiping et al, 2016). Buvik and Rolfsen (2015) and Henderson et al (2016) suggest that project team trust and collaboration has a diverse and intertwining relationship with project success, which should be studied more thoroughly as both these singular case studies present inherent limitations to generalisability. Similarly, studies conducted by Walker and Lloyd-Walker (2015) and Ibrahim et al (2015) both indicate that the top-ranked indicators that contribute towards successful team integration and performance are all relationship orientated.…”

Section: Introductionmentioning

confidence: 99%

“…Two Australian studies, which were based on two different surveys of 57 and 50 alliancing subject matter experts, respectively, resulted in the development of models and a taxonomy that places collaboration as pivotal in building trust for effective information and knowledge sharing (Davies et al, 2016;Walker and Lloyd-Walker, 2015). In contrast, Buvik and Rolfsen (2015) and Daspit et al (2013) found that cross-functional teams are dependent on the degree of trust between them to engage in collaborative interaction, as trust was identified as an important component of teamwork (Webber, 2008). Trust is recognised as a key factor contributing to project success (Wong et al in Buvik and Tvedt, 2017).…”

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confidence: 99%

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Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

104

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear. Design/methodology/approach -In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success. Findings -The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust. Practical implications -The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues. Originality/value -This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the "human factors" that influence perceived PM success which should benefit both researchers and practitioners.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

104

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“…How to distribute tacit knowledge in order to develop an organisation, increase its innovation and build a market advantage? The Munns [55], Park and Lee [16], Buvik and Rolfsen [56] suggest that the key to meet this challenge is to build an organisational culture which encourages knowledge sharing and one where relationships are based on trust and cooperation. According to the authors of this paper the list of elements should include one more, and in our opinion the strongest, motivator which is one's own personal gain based not on financial benefits related to a current salary but on creating a perspective of future income whose foundation is a good reputation of one's personal brand.…”

Section: Tacit Knowledge Sharing: Challenge For Knowledge Managementmentioning

confidence: 99%

Tacit Knowledge Sharing and Project Performance. Does the Knowledge Workers' Personal Branding Matter?

Kucharska¹

2017

aeb

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Tacit knowledge sharing is the real challenge for knowledge management today. Network economy has completely changed the role of knowledge workers who now become independent tacit knowledge producers. Bearing this fact in mind, the author studied how tacit knowledge sharing affects the process of building a personal brand and project performance. For this purpose, the authors conducted a study among Polish professionals with different roles and experience in managing projects in various industries. The data collected during the study has been analysed using the equal structural modelling method. The results indicate that tacit knowledge sharing is used when developing a personal brand of knowledge workers who take care about the personal reputation. The intermediary role of personal branding in the relationship of tacit knowledge sharing and project performance points to a new context of tacit knowledge sharing as a key factor of knowledge management in learning organisations, which can be used for designing incentive schemes. Tacit Knowledge Sharing is also presented as a very sensitive and specific variable interesting for further research.

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“…Multifactorial nature of the construction works can be considered only by the proper scheduling. Minimum indexes of the work value and the timing in the schedule of their implementation depend on the correct distribution of manpower and technical resources between the works (Buvik and Rolfsen, 2015). Some scientific papers are dedicated to the issues of increasing the efficiency of scheduling.…”

Section: Analysis Of the Stated Issuementioning

confidence: 99%

Organizational and economic feasibility of construction projects through the perfection of construction scheduling

Stashevskaya

2017

Int. j. adv. appl. sci.

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Experience of the countries with stable market economy shows that the economic efficiency of construction depends on the organization of works based on the work schedules. In schedules the minimum indicators of value of works and period of their realization depend on the appropriate distribution of manpower and technical resources. Primary problems of reducing the construction cost, while maintaining its high quality are: timeliness of input of objects in operation and improvement of the work organization. Our studies have been aimed at a project cost reduction by optimizing the scheduling and organization of the construction process, i.e., through the development and application of the most efficient models of construction operations management considering the works at the level of simple technological processes and using the modern software products was done. According to the results of study the cost-effective methods are suggested to improve the construction scheduling. The improved methods of construction scheduling by considering the works at the level of simple technological processes can improve the organizational and economic feasibility of construction projects.

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Prior ties and trust development in project teams – A case study from the construction industry

Cited by 141 publications

References 74 publications

Linking trust and collaboration in project teams to project management success

Linking trust and collaboration in project teams to project management success

Tacit Knowledge Sharing and Project Performance. Does the Knowledge Workers' Personal Branding Matter?

Organizational and economic feasibility of construction projects through the perfection of construction scheduling

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