Trust in Construction Projects

Cerić, Anita

doi:10.4324/9781315747675

Cited by 29 publications

(35 citation statements)

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“…These three assemblies work as "trust builders" that connect the social domain of the LDM concepts to the development of trust among project parties. Previous research has shown that trust and communication play interdependent and intertwined roles: trust enhances communication, and communication develops trust (Anumba et al, 2000;Swan et al, 2007;Phelps, 2012;Aapaoja et al, 2013;Cheung et al, 2013;Cerić, 2015). The present study confirms the role of communication in building trust but also identifies other social aspects that build trust among project parties.…”

Section: Discussionsupporting

confidence: 84%

“…That newly formed organization undertakes the task of solving design management problems while at the same time building relationships and project culture. According to Cerić (2015), research on trust in the construction industry has a strong emphasis on inter-firm trust, typically in the context of partnerships and alliances. When temporary project organizations are formed, the initial relationships are based on inter-firm relationships.…”

Section: Trust In Project Settingsmentioning

confidence: 99%

“…Trust is also one strategy to incorporate when attempting to minimize information asymmetries between project actors (Schieg, 2008). Cerić (2015) argues that trust within construction projects acts in a dynamic manner. After people first become acquainted, the levels of trust between them gradually rise at an increasing rate; if a major conflict occurs, however, then the event could turn trust into distrust.…”

Section: Trust In Project Settingsmentioning

confidence: 99%

“…After people first become acquainted, the levels of trust between them gradually rise at an increasing rate; if a major conflict occurs, however, then the event could turn trust into distrust. To prevent negative spiralling trust in projects, Cerić (2015) suggests focussing on communication inside the project to promote positive spiralling trust. Because focussing on communication is closely related to the social domain of LDM concepts, the authors of the current paper have sought to identify the potential reciprocal relationship of trust and LDM in this study.…”

Section: Trust In Project Settingsmentioning

confidence: 99%

See 3 more Smart Citations

Solving design management problems using lean design management: the role of trust

Uusitalo

Seppänen

Peltokorpi

et al. 2019

ECAM

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Purpose: Although prior studies have noted the importance of trust for project performance, research remains scant on describing the role of trust when using lean design management (LDM) in projects. This study explores the connection between LDM and interpersonal trust in solving construction projects' design management problems.Design: A qualitative study was conducted that included 29 trust-and LDM-themed semi-structured interviews in the United States (California), Brazil and Finland; 11 focus group discussions were also organized to validate the interview findings.Findings: The study reveals how LDM contributes to solving design management problems through two distinct but interconnected mechanisms: 1) improved information flow and 2) improved trust among project team members. A conceptual framework was crafted to illustrate the mechanisms in building trust by means of the social domain of LDM concepts. Research limitations:The conceptual framework requires testing through an international survey or through multiple case studies. Practical implications:The results indicate that design management would benefit from trustful environments and that trust may be the catalyst for actors' engagement with LDM. Managers in charge of design within projects can use the conceptual framework when selecting the appropriate LDM tools, which should include both the social and technical domains.Originality: The study emphasizes the importance of the social domain of LDM concepts. Previous studies have focussed on information flow aspects of LDM but have overlooked the value of interpersonal trust in solving design management problems.

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Section: Discussionsupporting

confidence: 84%

Section: Trust In Project Settingsmentioning

confidence: 99%

Section: Trust In Project Settingsmentioning

confidence: 99%

Section: Trust In Project Settingsmentioning

confidence: 99%

See 2 more Smart Citations

Solving design management problems using lean design management: the role of trust

Uusitalo

Seppänen

Peltokorpi

et al. 2019

ECAM

View full text Add to dashboard Cite

show abstract

“…Failures are often due to a mismatch between the project management capability and motivation, technical project understanding (Tan, 2004;Hillson, 2003) and with the project's managerial requirements (Crawford, 2000;Wysocki and Lewis, 2001). This is also compounded when the project management acts directly as an agent of the Client (Cerić, 2015), rather than as an independent or consultant engineer (FIDIC, 1999) for both the Contractor and the Client, thus, illustrating hidden intentions (Jäger, 2008).Leading a complex project therefore has implications for managing people and resources (Cavaleri and Reed, 2008). However, much leadership research attention has addressed an understanding of effective leaders (Yukl, 1999;James, 2005); but very little conducted on such leadership traits and behaviours associated with ineffective leaders (Kellerman, 2004), destructive leaders (Harris, Kacmar and Zivnusk, 2007) or toxic leaders (Rumsey, 2013).…”

Section: Introductionmentioning

confidence: 99%

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

James

2018

jmr

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This is a research paper that is focused on assessing the leadership impacts of Project Management (JV Lead Management) on a road tunnelling construction project in Bangladesh in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership's impact on the project. The scope for this research was the off-site supervisory team. The targeted population of interest was made up of 14 lower-managers/engineers located at one off-site main office in the late design stage/early construction phase of a road-tunnelling project.The research outcomes consisted of four4 main themes and the corresponding 11 sub-themes.The paper addresses raised issues and determines outcomes and implications for the continuing project construction management and the paper also indicates that the Project Management and other senior members of the JV Lead Management -both in-country and overseas -may benefit from more effective leadership training focused on utilizing and embracing contemporary project leadership developments.The road tunnel construction management appears to be very weak due to their low level of technical knowledge, style, orientation and strategies adopted by the Project Management, who operate with a demonstrated lack of coherent leadership or oversight practiced by the JV Lead managing entity.1. Engage in more appropriate learning and training (Sense, 2003) 2. Develop rehabilitation and retraining programmes for project management in terms of technical, people, process and social skills (Goldman, 2011) 3. Identify JV Lead Management bullying and harassment behaviour issues (Richards and Freeman, 2002) and provide legitimate avenues (formal and informal) for staff making claims regarding unwanted leader behaviours (Aasland, et al., 2010)

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Initiative and Obsolescence in Sustainable Development

Brandon

2017

Future Challenges in Evaluating and Managing Sustainable Development in the Built Environment

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Background: Cognitive Muscular TherapyTM (CMT) is an integrated behavioural intervention developed for knee osteoarthritis. CMT teaches patients to reconceptualise the condition, integrates muscle biofeedback and aims to reduce muscle overactivity, both in response to pain and during daily activities. This nested qualitative study explored patient and physiotherapist perspectives and experiences of CMT.Methods: Five physiotherapists were trained to follow a well-defined protocol and then delivered CMT to at least two patients with knee osteoarthritis. Each patient received seven individual clinical sessions and was provided with access to online learning materials incorporating animated videos. Semi-structured interviews took place after delivery/completion of the intervention and data were analysed at the patient and physiotherapist level.Results: Five physiotherapists and five patients were interviewed. All described a process of changing beliefs throughout their engagement with CMT. A framework with three phases was developed to organise the data according to how osteoarthritis was conceptualised and how this changed throughout their interactions with CMT. Firstly, was an identification of pain beliefs to be challenged and recognition of how current beliefs can misalign with daily experiences. Secondly was a process of challenging and changing beliefs, validated through new experiences. Finally, there was an embedding of changed beliefs into self-management to continue with activities. Conclusion:This study identified a range of psychological changes which occur during exposure to CMT. These changes enabled patients to reconceptualise their condition, develop a new understanding of their body, understand psychological processes, and make sense of their knee pain.

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Trust in Construction Projects

Cited by 29 publications

References 0 publications

Solving design management problems using lean design management: the role of trust

Solving design management problems using lean design management: the role of trust

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

Initiative and Obsolescence in Sustainable Development

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