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Baarts, C (2009) Collective individualism: the informal and emergent dynamics of practising safety in a high-risk work environment. Construction Management and Economics, 27(10), 949–57.

Barrett, P and Sutrisna, M (2009) Methodological strategies to gain insights into informality and emergence in construction project case studies. Construction Management and Economics, 27(10), 935–48.

Bresnen, M (2009) Living the dream? Understanding partnering as emergent practice. Construction Management and Economics, 27(10), 923–33.

Georg, S and Tryggestad, K (2009) On the emergence of roles in construction: the qualculative role of project management. Construction Management and Economics, 27(10), 969–81.

Gluch, P (2009) Unfolding roles and identities of professionals in construction projects: exploring the informality of practices. Construction Management and Economics, 27(10), 959–68.

Gorse, C A and Emmitt, S (2009) Informal interaction in construction progress meetings. Construction Management and Economics, 27(10), 983–93.

  • Type: Journal Article
  • Keywords: interpersonal communication; interaction; meetings; project success
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190903179710
  • Abstract:
    The small amount of published research into construction project meetings demonstrates some of the principal difficulties of investigating such sensitive business environments. Using the Bales Interaction Process Analysis (IPA) research method, data on group interaction were collected. A project outcome, namely whether the project was within contract budget, was used as a basis of enquiry between interaction patterns. Analysis was concerned with the socio-emotional (relationship building) and the task-based components of communication and the positive and negative socio-emotional interaction characteristics. Socio-emotional interaction was found to be significantly greater in the projects completed within budget. Socio-emotional interaction is used to express feelings in relation to tasks and it serves as the flux that creates and sustains the group's social framework, which is crucial in a project environment. The data provide an indication of the importance of informal communication in the maintenance of relationships within project meetings.

Kao, C-C, Green, S D and Larsen, G D (2009) Emergent discourses of construction competitiveness: localized learning and embeddedness. Construction Management and Economics, 27(10), 1005–17.

Rooke, J A, Koskela, L and Kagioglou, M (2009) Informality in organization and research: a review and a proposal. Construction Management and Economics, 27(10), 913–22.

Styhre, A (2009) Tacit knowledge in rock construction work: a study and a critique of the use of the term. Construction Management and Economics, 27(10), 995–1003.