Teamwork during integrated design projects is complex. We address this by investigating how trust, collaboration, and conflict evolve over time to affect performance. Our results stem from data gathered using validated self-report questionnaires with 38 participants in 5 multidisciplinary teams at three points in time during a 6-week integrated design competition. Results show that without collaboration, trust and conflict have no bearing on performance. In addition to an unambiguous practical outcome—fostering collaboration helps build trust and manage conflict—our study points to theoretical developments: as trust- and conflict-performance relations grow over time, so does collaboration's mediating effect.

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Purpose -This paper aims to study the influence of procurement on the performance of integrated design teams.Design/methodology/approach -The research paradigm is based on Russian socio-constructivist approach to activity theory. Activity theory, as opposed to natural or social science, is a design science approach that focuses on the context aspect of project. A triangulation of qualitative research methods was used to investigate the dynamic of integrated teams in two different procurement contexts.Findings -The paper is conclusive regarding the influence of procurement on team efficiency. It demonstrates that traditional procurement processes reinforce socio-cognitive barriers that hinder team efficiency. It also illustrates how new procurement modes can transform the dynamic of relationships between the client and the members of the supply chain, and have a positive impact on team performance.Practical implications -The paper demonstrates first that problems with integrated design team efficiency are related to context and not process -they are not technical but socio-cognitive; second that fragmented transactional contracting increases socio-cognitive barriers that hinder integrated design team performance; third that new forms of relational contracting may help to mitigate socio-cognitive barriers and improve integrated design team performance, fourth that changing the context through procurement does not address the problem of obsolete design practices.Originality/Value -The paper brings together theories of production in lean construction and social learning as a rival approach to traditional project management theory for demonstrating the importance of context on team performance.

Purpose-The radical innovation process behind the adoption and implementation of building information modeling (BIM) for a specialty contracting small or medium enterprise (SME) was studied. This article offers two distinct perspectives on BIM adoption and implementation, which are underrepresented in the current literature: the SME perspective and the specialty contractor perspective. It also attempts to bridge the gap between the growing literature on BIM adoption and implementation and the established literature on innovation by developing the notion of embedded contexts in the innovation process. Design/methodology/approach-A mixed-method, longitudinal case study approach was employed in this research project to study the evolution of the innovation process and its impact on the Organisation over time. The objectives of this research were to investigate and document the different factors mediating the BIM adoption and implementation process for the Organisation across various contexts, the mechanisms put in place to facilitate this process, and the perceived impact within the Organisation. Findings-The initial transition to BIM represented a radical innovation for the Organisation. Subsequently, a series of incremental innovations took place to further advance the Organisation's BIM capabilities. This innovation process is influenced by different layers of embedded contextual factors, which can be mitigated by, among others, a clear strategic approach towards the innovation process approach. Specialty contractors can leverage BIM within their own supply chain and reap significant benefits. Originality/value-This article offers an in-depth study of radical innovation within a specialty contracting SME. This study discusses the influence of four embedded contexts on innovation for a specialty contracting SME: (a) the industry context; (b) the institutional context; (c) the organisational context; and (d) the project context. It also offers insight into the factors, mechanisms and their impact on the innovation process.

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