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Key indicators influencing the management of team integration in construction projects

Key indicators influencing the management of team integration in construction projects Purpose – The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand. Design/methodology/approach – A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice. Findings – Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust and respect, commitment from top management, free flow communication and no blame culture. A framework for influencing these indicators of team integration is proposed which includes four elements: first, team formation; second, contractual model; third, teamwork principle; and fourth, operational monitoring. Research limitations/implications – The findings are limited to practitioners’ perceptions who are registered with an established construction peer group in New Zealand. Practical implications – The results of the study are expected to provide insight for construction practitioners to help them embrace team integration practice and, hence, provide both the opportunity and a platform to enhance and measure their team performance. Originality/value – The paper recognises that while the process of integration is a result of a combination of many indicators, it further extends the team integration literature by providing insights into what are the dominant relationship indicators of team integration, and how to influence these indicators based on a proposed framework. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Managing Projects in Business Emerald Publishing

Key indicators influencing the management of team integration in construction projects

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1753-8378
DOI
10.1108/IJMPB-04-2014-0028
Publisher site
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Abstract

Purpose – The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand. Design/methodology/approach – A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice. Findings – Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust and respect, commitment from top management, free flow communication and no blame culture. A framework for influencing these indicators of team integration is proposed which includes four elements: first, team formation; second, contractual model; third, teamwork principle; and fourth, operational monitoring. Research limitations/implications – The findings are limited to practitioners’ perceptions who are registered with an established construction peer group in New Zealand. Practical implications – The results of the study are expected to provide insight for construction practitioners to help them embrace team integration practice and, hence, provide both the opportunity and a platform to enhance and measure their team performance. Originality/value – The paper recognises that while the process of integration is a result of a combination of many indicators, it further extends the team integration literature by providing insights into what are the dominant relationship indicators of team integration, and how to influence these indicators based on a proposed framework.

Journal

International Journal of Managing Projects in BusinessEmerald Publishing

Published: Apr 7, 2015

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