The Dynamics of Actors' and Stakeholders' Participation: An Approach of Management by Design

Blois, Michel de; Coninck, Pierre De

doi:10.3763/aedm.2008.0097

Cited by 12 publications

(6 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, actors play different roles within the project team (Moore, 2002). Third, these roles tend to change during the course of the project (Boutinet, 1990, 2004; de Blois & DeConinck, 2009). Fourth, two types of organizational structures often coexist: the formal and the informal (Dainty et al, 2006; Mintzberg, 1990).…”

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

Self Cite

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

Self Cite

View full text Add to dashboard Cite

show abstract

“…In the first, Sebastian (2006) studies the process of multi-architect collaborations and contends that the role of a design manager is one of an informal leader with the goal of achieving a shared understanding of the design frames. In the second study, de Blois and De Coninck (2008) explicate stakeholder participation in design through the implementation of design concepts for managerial practices. This paper will continue this theoretical trajectory and elaborate the concept of decision-making frames to explain the process-level interdisciplinary design management.…”

Section: Reflective Practice In Aedmmentioning

confidence: 99%

Managing the process of interdisciplinary design: identifying, enforcing, and anticipating decision-making frames

Žerjav

Hartmann

Achammer

2013

Architectural Engineering and Design Management

View full text Add to dashboard Cite

Although a number of studies are devoted to studying design practice, very little is known about how the managerial decisions are made to steer the design process. This article sets forth an exploration of managerial decision making in the interdisciplinary design process. To this end, the paper derives a theoretical framework, which posits that process-level design management is based on decision-making frames that set the context for design activity. The paper provides evidence for the theoretical framework by using data from an interpretive case study of a large-scale engineering infrastructure project. The case study findings set out the role of process-level design management as the identification, enforcement, and anticipation of decision-making frames. The theoretical relevance of the findings is in the model of process-level design management described as a reflective practice. The findings contribute to practice by introducing the considerations of frame identification, enforcement, and anticipation into the design management skill set.

show abstract

“…For this analysis, we considered the following: All stakeholders’ roles (as done by Chinyio & Olomolaiye, ; de Blois & De Coninck, , ); The structures and mechanisms of coordination and communication between actors—formal and informal (as done by de Blois, and de Blois et al, ); Construction‐specific contingency factors that influence the structuring of the temporary multi‐organization, namely the internal structure of the project client and informal relationships between actors (as proposed by de Blois & Lizarralde, and Lizarralde, de Blois, & Latunova, ) and; The complexity of the relations between the intra‐ and inter‐organizations that shape the temporary multi‐organization (as done by Lizarralde, de Blois, & Davidson, ). The organizational structure of the Sépaq and the temporary multi‐organization created to conduct the projects are represented in Figure . …”

Section: Methodsmentioning

confidence: 99%

“…(1) All stakeholders' roles (as done by Chinyio & Olomolaiye, 2010 ;de Blois & De Coninck, 2008, 2009;…”

Section: Representing the Temporary Multi-organizationmentioning

confidence: 99%

Iterative Project Processes within Temporary Multi-Organizations in Construction: The Self-, Eco-, Re-Organizing Projects

Blois

Lizarralde

Coninck

2016

Project Management Journal

Self Cite

View full text Add to dashboard Cite

Theory‐based studies claim that informal processes interfere with the formal mechanisms and structures of projects in the construction sector. These processes structure and transform multi‐organizations. This four‐year case study reveals empirical evidence about how processes effectively evolve over time and affect formal mechanisms and structures. The results show: (1) the significant differences between what is planned and what actually unfolds in project processes; (2) how iterative processes overshadow linear ones; (3) how informality and “iterativity” eventually end up as self‐, eco‐, and re‐organizing projects and organizations, confirming that projects (re)create the very processes and structures that initiate them.

show abstract

The Dynamics of Actors' and Stakeholders' Participation: An Approach of Management by Design

Cited by 12 publications

References 15 publications

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

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

Managing the process of interdisciplinary design: identifying, enforcing, and anticipating decision-making frames

Iterative Project Processes within Temporary Multi-Organizations in Construction: The Self-, Eco-, Re-Organizing Projects

Contact Info

Product

Resources

About