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Abraham, D M and Yeh, M H J (1999) Breakwater construction: an effective method for industrial waste utilization. Engineering, Construction and Architectural Management, 6(02), 145–54.

Al-Tabtabai, H and Alex, A P (1999) Using genetic algorithms to solve optimization problems in construction. Engineering, Construction and Architectural Management, 6(02), 121–32.

Alshawi, M and Hassan, Z (1999) Integrated models for construction planning: object flow and relationship. Engineering, Construction and Architectural Management, 6(02), 197–212.

Bhokha, S and Ogunlana, S O (1999) Application of artificial neural network to forecast construction duration of buildings at the pre-design stage. Engineering, Construction and Architectural Management, 6(02), 133–44.

Bowen, P A, Pearl, R G and Edwards, P J (1999) Client briefing processes and procurement method selection: a South African study. Engineering, Construction and Architectural Management, 6(02), 91–104.

Emmitt, S (1999) Architectural management: an evolving field. Engineering, Construction and Architectural Management, 6(02), 188–96.

Liu, A M-M (1999) A research model of project complexity and goal commitment effects on project outcome. Engineering, Construction and Architectural Management, 6(02), 105–11.

Ndekugri, I and McDonnell, B (1999) Differing site conditions risks: a FIDIC/engineering and construction contract comparison. Engineering, Construction and Architectural Management, 6(02), 177–87.

Ng, S T, Skitmore, M R and Smith, N J (1999) Decision-makers' perceptions in the formulation of pre-qualification criteria. Engineering, Construction and Architectural Management, 6(02), 155–65.

Walker, A and Wing, C K (1999) The relationship between construction project management theory and transaction cost economics. Engineering, Construction and Architectural Management, 6(02), 166–76.

  • Type: Journal Article
  • Keywords: client; consultant; contractor; project management theory; system approach; transaction cost
  • ISBN/ISSN: 0969-9988
  • URL: http://www.blackwell-synergy.com/links/doi/10.1046/j.1365-232x.1999.00090.x/abs
  • Abstract:
    The process of managing the design and construction of a project on behalf of a client may be analysed using project management theory based on a contingency approach. The analysis provided by this approach, whilst useful for understanding the interaction of the parts of the system, the functions of project management and the effectiveness of the organization structure, may be limited by not incorporating an economic explanation of how a project organization structure is chosen. The transaction cost approach to the study of economic organization may provide a theoretical basis for such an explanation. This approach holds that an understanding of transaction cost economizing is central to the study of organizations as it determines whether functions are provided by the market or by hierarchy. This paper seeks to explore the relationship between these two powerful approaches in explaining the structuring and management of project organizations on behalf of clients and to explain the benefits of combining these approaches in furthering construction project management theory.

Wantanakorn, D, Mawdesley, M J and Askew, W H (1999) Management errors in construction. Engineering, Construction and Architectural Management, 6(02), 112–20.