Managing Change in Construction Projects
A Knowledge-Based Approach
Published on 9. January 2011
200 pages
978-1-4443-9240-1 (ISBN)
Description
Managing Change in Construction Projects: a knowledge-basedapproach offers a new perspective on construction projectchange by viewing the process of change management as aknowledge-intensive activity, where team members bring their tacitand explicit knowledge into the situation; share, create andcapture this collective knowledge for future re-use in similarsituations.
Through this knowledge-based approach, construction teams cansuccessfully resolve and learn from change events, leading to anoverall improved performance of the industry.
The book will make a significant contribution to ourunderstanding of construction project change by offering newtheoretical and practical insights and models grounded in resultsof case studies conducted within two collaborative constructionproject team settings.
By demonstrating how the social construction of knowledge worksin construction settings, the authors challenge the prevailingchange management solutions based on 'hard' ITapproaches. They put forward a balanced view that incorporates bothIT-based and socially constructed approaches to effectivemanagement of construction project change.
* helps construction managers to improve and learn through theprocess of construction project change
* presents new theoretical models and offers practicalguidelines
* first research-based book to directly address project changefrom a knowledge-based perspective
* draws on detailed studies with construction companies,including Ballast Construction and Kier Construction
* encourages a move from the information driven, processintegrated approach to a knowledge-based view
Reviews / Votes
"Managing Change in Construction Projects is a book thatseems not to know its purpose. It is a beautifully written researchpublication, but one that presents in the style of a PhD or majorresearch project, and seems well described by the abstract for thefirst author's thesis, although no such acknowledgement orreference is givens." (Construction Management andEconomics, 1 February 2012) "This volume will appeal to advanced students of managementtheory and high level planners in the building industry." (BookNews, 1 March 2011)More details
Other editions
Additional editions
Book
02/2011
Wiley
€120.50
Shipment within 10-20 days
Persons
Sepani Senaratne, Senior Lecturer, Department of BuildingEconomics, University of Moratuwa, Sri Lanka
Research Director of the department research unit - BuildingEconomics and Management Research Unit (BEMRU) and the leader ofBEMRU research group on 'Knowledge management and OrganisationalLearning.' Main contact from University of Moratuwa for theinstitutional membership of CIB - (International Council forResearch and Innovation in Building and Construction).
Professor Martin Sexton, Director of Research, School ofConstruction Management and Engineering, University of Reading,UK
Director of Research for the School of Construction Management andEngineering. Leads the 'green innovation and transition management'research theme across the School. Joint Coordinator of theInternational Council for Research and Innovation in Building andConstruction (CIB) Working Commission 65 (Organisation andManagement of Construction). The CIB is the leading world widenetwork of approximately 7000 researchers in the built environmentdiscipline with over forty working commissions. WC 65 is one of theCIB's largest groupings with around 150 members from 45countries.
Content
About the Authors.
Chapter 1 Introduction.
1.1 Background.
1.2 Need for the Investigation.
1.3 Questions to Research.
1.4 Summary and Link.
Chapter 2 Key Issues from the Literature.
2.1 Introduction.
2.2 Construction Project Environment.
2.3 Construction Project Change Management.
2.4 Knowledge Management Perspective.
2.5 Role of Knowledge During Reactive Change Process.
2.6 Towards a Knowledge-Based Reactive Change Process.
2.7 Summary and Link.
Chapter 3 Research Methodology.
3.1 Introduction.
3.2 Case Study Research Design.
3.3 Data Collection Process.
3.4 Data Analysis Process.
3.5 Summary and Link.
Chapter 4 Case Study Results.
4.1 Introduction.
4.2 Case Study: Project A.
4.3 Case Study: Project B.
4.4 Summary and Link.
Chapter 5 Cross-Case Analysis.
5.1 Introduction.
5.2 Contextual Factors of Change: P1 Discussion.
5.3 Knowledge Properties During Change: P2 Discussion.
5.4 Knowledge Identification and Utilisation During
Change: P3 Discussion.
5.5 Intra-Project Knowledge Creation During Change:
P4 Discussion.
5.6 Inter-Project Knowledge Transfer During Change:
P5 Discussion.
5.7 Summary and Link.
Chapter 6 Conclusions.
6.1 Introduction.
6.2 Summary of Propositions.
6.3 Comment on the Conceptual Model.
6.4 Conclusions about the Overall Research Problem.
6.5 Implications for Theory.
6.6 Implications for Practice.
Appendix A Interview Guidelines.
Appendix B Example of an Interview Transcript.
Appendix C Comparison Between Propositions and Codes.
References.
Index.
