Managing Change in Construction Projects. A Knowledge-Based Approach. Innovation in the Built Environment

  • ID: 2177195
  • Book
  • 200 Pages
  • John Wiley and Sons Ltd
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This research–based book presents new theoretical models and offers practical guidelines that will help construction managers respond more effectively to unanticipated changes in their projects and, in doing so, build learning and capability to better manage future project change situations.

Unexpected change which occurs throughout the design and construction phase hinders project success and leads to disruptive effects such as time overruns, cost overruns and quality deviations. The appropriate management of change is essential to the minimisation of these damaging effects of inevitable change during construction projects.

Managing Change in Construction Projects: A Knowledge–Based Approach offers a new perspective on construction project change by viewing the process of change management as a knowledge–intensive activity, where team members bring their tacit and explicit knowledge into the situation and share, create and capture this collective knowledge for future, enhanced re–use in similar situations.

By moving from the information–driven, process–integrated approach to a knowledge–based view, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry.

The book will make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within collaborative construction project team settings.

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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.

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Managing Change in Construction Projects is a book that seems not to know its purpose. It is a beautifully written research publication, but one that presents in the style of a PhD or major research project, and seems well described by the abstract for the first author s thesis, although no such acknowledgement or reference is givens.   (Construction Management and Economics, 1 February 2012)

"This volume will appeal to advanced students of management theory and high level planners in the building industry." (Book News, 1 March 2011)

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