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Awuzie, B O and McDermott, P (2015) A conceptual model for evaluating infrastructure-based temporary multi-organisations. Built Environment Project and Asset Management, 5(01), 103-20.

Eadie, R, Browne, M, Odeyinka, H, McKeown, C and McNiff, S (2015) A survey of current status of and perceived changes required for BIM adoption in the UK. Built Environment Project and Asset Management, 5(01), 4-21.

Eadie, R, Browne, M, Odeyinka, H, McKeown, C and McNiff, S (2015) A survey of current status of and perceived changes required for BIM adoption in the UK. Built Environment Project and Asset Management, 5(01), 4-21.

Liu, J, Love, P E D, Smith, J, Regan, M and Palaneeswaran, E (2015) Review of performance measurement: Implications for public-private partnerships. Built Environment Project and Asset Management, 5(01), 35-51.

Oluwatayo, A A (2015) Employee architect’s perception of human resource practices and their job satisfaction. Built Environment Project and Asset Management, 5(01), 89-102.

Senaratne, S and Samaraweera, A (2015) Construction project leadership across the team development process. Built Environment Project and Asset Management, 5(01), 69-88.

  • Type: Journal Article
  • Keywords: leadership; construction; project management; team development process
  • ISBN/ISSN:
  • URL: https://doi.org/10.1108/BEPAM-10-2012-0049
  • Abstract:
    Purpose - The construction industry mostly adopts teams consisting of a collection of diverse professionals in each of its product delivery projects, where normally the construction project manager (CPM) becomes the leader of such a project team. The purpose of this paper is to identify the leadership roles of the CPM across the team development process. Design/methodology/approach - This was approached through a multiple case study research method carried out using three construction projects in Sri Lanka; two projects on traditional procurement method and another on design and build procurement method. Semi-structured interviews were conducted with the respective project managers and with other three distinct team members of each project. Findings - Based on the findings, leadership roles of the CPM across the team development process were revealed with the situational factors that affect these leadership roles in each stage of the team development process. Originality/value - Even though project leadership is discussed by pervious researchers, concrete evidence has not been provided to show how it should change at different stages of a project. This research addresses this gap and would guide CPMs to change their leadership role appropriately to suit the needs of each team development stage.

Shehu, Z, Holt, G D, Endut, I R and Akintoye, A (2015) Analysis of characteristics affecting completion time for Malaysian construction projects. Built Environment Project and Asset Management, 5(01), 52-68.

Tijhuis, W (2015) Managing public-private partnerships: Dealing with business-culture influences. Built Environment Project and Asset Management, 5(01), 22-34.

Wibowo, A and Alfen, H W (2015) Government-led critical success factors in PPP infrastructure development. Built Environment Project and Asset Management, 5(01), 121-34.