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Caven, V (2006) Career building: women and non-standard employment in architecture. Construction Management and Economics, 24(05), 457-64.
Cheah, C Y J and Liu, J (2006) Valuing governmental support in infrastructure projects as real options using Monte Carlo simulation. Construction Management and Economics, 24(05), 545-54.
Kale, S and Arditi, D (2006) Diffusion of ISO 9000 certification in the precast concrete industry. Construction Management and Economics, 24(05), 485-95.
Liu, A M M and Fang, Z (2006) A power-based leadership approach to project management. Construction Management and Economics, 24(05), 497-507.
Ramsaran, R and Hosein, R (2006) Growth, employment and the construction industry in Trinidad and Tobago. Construction Management and Economics, 24(05), 465-74.
Styhre, A and Josephson, P-E (2006) Revisiting site manager work: stuck in the middle?. Construction Management and Economics, 24(05), 521-8.
- Type: Journal Article
- Keywords: Site managers; construction projects; middle managers
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190600658743
- Abstract:
The literature on middle managers tends to portray their role in rather negative terms. Middle managers are here stuck in between superiors and subordinates, with few opportunities for determining their work situation. In the construction industry, site managers play a role similar to that of the middle managers of large companies, located in between the firm’s strategic decisions and day-to-day production work on construction sites. The aim of this study is to examine how site managers experience their work situation. Drawing on an interview study encompassing 13 site managers and seven foremen and top managers in 13 construction projects, the research suggests that site managers are generally pleased with their work situation even though they are critical of the demands made of them to handle a variety of heterogeneous activities. However, a work situation fraught with unanticipated challenges and ambiguities easily leads to excessive workloads and long working hours. It is concluded that the literature on middle managers presents too negative an image of middle management and thus needs to revise the assumptions regarding the nature of middle managerial work. In addition, the study also underlines the needs of construction firms to regard their middle managers as a central function and resource.
Wang, D, Hadavi, A and Krizek, R J (2006) Chinese construction firms in reform. Construction Management and Economics, 24(05), 509-19.
Yiu, C Y and Tam, C S (2006) Rational under-pricing in bidding strategy: a real options model. Construction Management and Economics, 24(05), 475-84.
Zhang, G and Yang, J (2006) Factors influencing the implementation of the raised floor system in Australian office buildings. Construction Management and Economics, 24(05), 529-43.