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Fellows, R and Liu, A M M (2012) Managing organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfaces. Construction Management and Economics, 30(08), 653-71.
- Type: Journal Article
- Keywords: boundary objects; boundary spanning; complexity; fragmentation; interdependence; project governance
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2012.668199
- Abstract:
Extensive and increasing specialization in construction has prompted much criticism - that fragmentation leads to poor performance. Such issues are magnified on engineering construction projects due to their size, complexity, financing, duration and execution by many organizations, often from several diverse countries. Theory, research perspectives and findings of boundary management studies are examined in the context of management of engineering construction projects. The objectives are to investigate theory and practices of boundary management; to examine how boundary management operates on engineering construction projects; and to produce a research agenda for studying further, important aspects of boundary management impacting on engineering construction projects. Conclusions are that the emerging theories provide insights but it is the nature of the markets - notably, the diverse objectives of stakeholders and the procedures and their practices in pursuit of self-oriented benefits - which are the main impediments to achieving greater coordination and collaboration. On complex engineering construction projects, many requirements are emergent and project participants co-evolve to yield self-organizing governance as projects progress within an often fixed formal framework. Recognition of performance interdependence among participants is an essential underpinning of commitment and cooperation; development and use of appropriate boundary management through boundary spanning and boundary objects can foster interaction and coordination even with participants' retention of their individual goals.
Greenwood, D and Gledson, B J (2012) The efficient scheduling of resources in engineering construction projects: reflections on a case study from Iran. Construction Management and Economics, 30(08), 687-95.
Koch, C (2012) Contested overruns and performance of offshore wind power plants. Construction Management and Economics, 30(08), 609-22.
Locatelli, G and Mancini, M (2012) Looking back to see the future: building nuclear power plants in Europe. Construction Management and Economics, 30(08), 623-37.
Madter, N, Brookes, N J, Bower, D A and Hagan, G (2012) Exploring project management continuing professional development in engineering construction. Construction Management and Economics, 30(08), 639-51.
Pasquire, C (2012) Positioning Lean within an exploration of engineering construction. Construction Management and Economics, 30(08), 673-85.