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Albert, A, Jeelani, I and Han, K (2020) Developing hazard recognition skill among the next-generation of construction professionals. Construction Management and Economics, 38(11), 1024–39.

Grytnes, R, Tutt, D E and Andersen, L P S (2020) Developing safety cooperation in construction: between facilitating independence and tightening the grip. Construction Management and Economics, 38(11), 977–92.

Lingard, H, Wakefield, R and Walker, D (2020) The client’s role in promoting work health and safety in construction projects: balancing contracts and relationships to effect change. Construction Management and Economics, 38(11), 993–1008.

Loganathan, S and Forsythe, P (2020) Unravelling the influence of teamwork on trade crew productivity: a review and a proposed framework. Construction Management and Economics, 38(11), 1040–60.

Loosemore, M, Braham, R, Yiming, Y and Bronkhorst, C (2020) Relational determinants of construction project outcomes: a social network perspective. Construction Management and Economics, 38(11), 1061–76.

  • Type: Journal Article
  • Keywords: Design and construct; project management; project relationships; project outcomes; social networks;
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2020.1776350
  • Abstract:
    In contributing a missing qualitative dimension to the emerging relationship-based approach to construction project management, social network theories are used to present a thematic analysis of interviews with senior construction project managers. The results provide new insights into the key stakeholders and social structures which determine construction project outcomes in the design and construct procurement context. They show that from a socio-structural perspective, a design and construct project can be broadly divided into four main stages: project scope/feasibility; tendering/estimating; design development/project planning; construction/handover. Key relational structures linked to project outcomes, both within and between stages, are discussed and the results show that the relationships between actors in different stages are as important as within each stage. Project managers perform an especially critical bridging role in developing a consistent project narrative and language which links project stages together. It is concluded that as lead indicators of project outcomes, the socio-structural concepts of bridging, centrality, structural equivalence and clustering can provide a valuable theoretical and practical foundation to further explore the emergent but as yet under-theorised relationship-based approach to project management.

Turner, M and Lingard, H (2020) Examining the interaction between bodily pain and mental health of construction workers. Construction Management and Economics, 38(11), 1009–23.