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Article: Dynamics of control in construction project teams
Title | Dynamics of control in construction project teams |
---|---|
Authors | |
Keywords | Empowerment Formal control Hong Kong Informal control Portfolio of control |
Issue Date | 2010 |
Publisher | Routledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp |
Citation | Construction Management And Economics, 2010, v. 28 n. 2, p. 189-202 How to Cite? |
Abstract | Control is pervasive in construction project environments. The management of projects through various planning and control tools has therefore been described essentially as rebureaucratization which increases control over individuals, teams and organizations through ideologies of efficiency and performativity. Yet certain characteristics of the project setting make it an ideal climate for the empowerment of individuals and teams. The manifestations of control in five construction project management teams involved in two ongoing construction projects in Hong Kong are examined. The interpretive and exploratory focus of the study favoured the use of a qualitative research design and the case study approach in particular. Control is viewed as all devices and systems employed to ensure that acts, behaviours, outcomes and decisions of individuals, teams and organizations are consistent with meeting organizational or project goals, objectives and strategies. The findings indicate that a portfolio of control modes is implemented in project teams comprising both formal (i.e. behaviour- and outcome-based) and informal (i.e. clan- and self-based) control mechanisms which are not necessarily incompatible. While formal control remains the primary control mode, a portfolio of control appears necessary to augment the inadequacies of formal control due to the evolving nature of the project environment. © 2010 Taylor & Francis. |
Persistent Identifier | http://hdl.handle.net/10722/128530 |
ISSN | 2023 Impact Factor: 3.0 2023 SCImago Journal Rankings: 0.874 |
ISI Accession Number ID | |
References |
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Tuuli, MM | en_HK |
dc.contributor.author | Rowlinson, S | en_HK |
dc.contributor.author | Koh, TY | en_HK |
dc.date.accessioned | 2010-11-02T03:11:10Z | - |
dc.date.available | 2010-11-02T03:11:10Z | - |
dc.date.issued | 2010 | en_HK |
dc.identifier.citation | Construction Management And Economics, 2010, v. 28 n. 2, p. 189-202 | en_HK |
dc.identifier.issn | 0144-6193 | en_HK |
dc.identifier.uri | http://hdl.handle.net/10722/128530 | - |
dc.description.abstract | Control is pervasive in construction project environments. The management of projects through various planning and control tools has therefore been described essentially as rebureaucratization which increases control over individuals, teams and organizations through ideologies of efficiency and performativity. Yet certain characteristics of the project setting make it an ideal climate for the empowerment of individuals and teams. The manifestations of control in five construction project management teams involved in two ongoing construction projects in Hong Kong are examined. The interpretive and exploratory focus of the study favoured the use of a qualitative research design and the case study approach in particular. Control is viewed as all devices and systems employed to ensure that acts, behaviours, outcomes and decisions of individuals, teams and organizations are consistent with meeting organizational or project goals, objectives and strategies. The findings indicate that a portfolio of control modes is implemented in project teams comprising both formal (i.e. behaviour- and outcome-based) and informal (i.e. clan- and self-based) control mechanisms which are not necessarily incompatible. While formal control remains the primary control mode, a portfolio of control appears necessary to augment the inadequacies of formal control due to the evolving nature of the project environment. © 2010 Taylor & Francis. | en_HK |
dc.language | eng | - |
dc.publisher | Routledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp | en_HK |
dc.relation.ispartof | Construction Management and Economics | en_HK |
dc.rights | This is an electronic version of an article published in Construction Management and Economics, 2010, v. 28 n. 2, p. 189-202. The Journal article is available online at: http://www.tandfonline.com/doi/abs/10.1080/01446190903365657 | - |
dc.subject | Empowerment | en_HK |
dc.subject | Formal control | en_HK |
dc.subject | Hong Kong | en_HK |
dc.subject | Informal control | en_HK |
dc.subject | Portfolio of control | en_HK |
dc.title | Dynamics of control in construction project teams | en_HK |
dc.type | Article | en_HK |
dc.identifier.openurl | http://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0144-6193&volume=28&issue=2&spage=189&epage=202&date=2010&atitle=Dynamics+of+control+in+contruction+project+teams | - |
dc.identifier.email | Rowlinson, S:hrecsmr@hkucc.hku.hk | en_HK |
dc.identifier.email | Koh, TY:tasykoh@hku.hk | en_HK |
dc.identifier.authority | Rowlinson, S=rp01020 | en_HK |
dc.identifier.authority | Koh, TY=rp01611 | en_HK |
dc.description.nature | postprint | - |
dc.identifier.doi | 10.1080/01446190903365657 | en_HK |
dc.identifier.scopus | eid_2-s2.0-77950957794 | en_HK |
dc.identifier.hkuros | 172891 | - |
dc.relation.references | http://www.scopus.com/mlt/select.url?eid=2-s2.0-77950957794&selection=ref&src=s&origin=recordpage | en_HK |
dc.identifier.volume | 28 | en_HK |
dc.identifier.issue | 2 | en_HK |
dc.identifier.spage | 189 | en_HK |
dc.identifier.epage | 202 | en_HK |
dc.identifier.isi | WOS:000213280200008 | - |
dc.publisher.place | United Kingdom | en_HK |
dc.identifier.scopusauthorid | Tuuli, MM=8257221700 | en_HK |
dc.identifier.scopusauthorid | Rowlinson, S=7003696228 | en_HK |
dc.identifier.scopusauthorid | Koh, TY=36011696300 | en_HK |
dc.identifier.issnl | 0144-6193 | - |