A systematic review of ‘enablers of collaboration’ among the participants in construction projects

Deep, Shumank; Gajendran, Thayaparan; Jefferies, Marcus

doi:10.1080/15623599.2019.1596624

Cited by 48 publications

(34 citation statements)

References 96 publications

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“…Previous studies have catalogued the most important factor influencing collaboration. For example, Deep et al (2019) claimed that collaboration was strongly associated with trust, commitment of the organization to a contract, and reliability of the supplier. Moreover, Haaskjold et al (2019) found that quality of communication, project uncertainty, client's operational capability, change orders and trust represent the most influential factors in collaboration.…”

Section: Factors Influencing Collaborationmentioning

confidence: 99%

A Scenario-Based Model for the Study of Collaboration in Construction

García¹,

Murguia²

2021

Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC)

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The construction sector has been widely criticized for its low productivity, fragmented structure, and adversarial relationships. To address these problems, some industry actors are adopting innovations such as lean construction, digital technologies, and collaborative contracts. However, these transformative innovations are underpinned by interorganizational collaboration within complex supply chain networks. Understanding collaboration in theory and practice is a difficult task. Therefore, this study aims to investigate factors influencing collaboration and develop a model for inter-organizational collaboration. To achieve this aim, first, a literature review on collaboration in construction was conducted. Second, qualitative data were collected via semi-structured interviews using the critical incident technique. Third, data were deductively and inductively analyzed using thematic nodes. Data showed that collaboration can be classified into four dimensions: trust, project uncertainty management, client's operational capability, and business relationships. Finally, an empirical framework was constructed using the scenario technique. Client attributes and Supply Chain Capabilities were found to be the most influential and uncertain factors. Based on these, four collaboration scenarios were developed and assessed with illustrative implications derived from the empirical data. The scenario-based model would provide a further understanding of inter-organizational collaboration within supply chains and would aid Lean Construction practitioners to develop collaborative relationships.

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Section: Factors Influencing Collaborationmentioning

confidence: 99%

A Scenario-Based Model for the Study of Collaboration in Construction

García¹,

Murguia²

2021

Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC)

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“…Among the several aspects of collaboration, two critical aspects are -psychological factors and project level enablers ( Wu et al, 2008;Chakkol et al, 2017;Panahifar et al, 2018;Deep et al, 2019). Psychological factors essentially denote a person as collaborative, whereas project-level enablers play a crucial role in enabling a collaborative working environment amongst the project participants.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Bresnen and Marshall, 2000b;M. Bresnen and Marshall, 2000a;Girard and Robin, 2006;Neeraj Jha and Misra, 2007;Dietrich et al, 2008;Eriksson and Nilsson, 2008;Löfgren and Eriksson, 2009;Eriksson, 2010;Hughes et al, 2012;Akintan and Morledge, 2013;Abdirad and Pishdad-Bozorgi, 2014;Rahman et al, 2014;Hudnurkar et al, 2014;Chakkol et al, 2017;Deep et al, 2019) Trust 14 (M. Bresnen and Marshall, 2000a;Shelbourn et al, 2007;Wu et al, 2008;Dietrich et al, 2008;Löfgren and Eriksson, 2009;Eriksson, 2010;Hughes et al, 2012;Akintan and Morledge, 2013;Abdirad and Pishdad-Bozorgi, 2014;Rahman et al, 2014;Hudnurkar et al, 2014;Panahifar et al, 2018;Deep et al, 2019;Hamzeh et al, 2019) Communication 13 (M. Bresnen and Marshall, 2000a;Girard and Robin, 2006;Shelbourn et al, 2007;Shen et al, 2008;Wu et al, 2008;Eriksson and Nilsson, 2008;Eriksson, 2010;Hughes et al, 2012;Abdirad and Pishdad-Bozorgi, 2014;Rahman et al, 2014;Chakkol et al, 2017;…”

Section: Literature Reviewmentioning

confidence: 99%

“…(M. Bresnen and Marshall, 2000a;Shelbourn et al, 2007;Shen et al, 2008;Eriksson and Nilsson, 2008;Hunter and Leahey, 2008;Ahuja et al, 2009;Hughes et al, 2012;Akintan and Morledge, 2013;Abdirad and Pishdad-Bozorgi, 2014;Rahman et al, 2014;Hudnurkar et al, 2014;Panahifar et al, 2018;Hamzeh et al, 2019) Shared Vision 10 (M. Bresnen and Marshall, 2000a;Shelbourn et al, 2007;Dietrich et al, 2008;Hunter and Leahey, 2008;Ahuja et al, 2009;Löfgren and Eriksson, 2009;Hughes et al, 2012;Rico, 2015;Chakkol et al, 2017;Deep et al, 2019) Readiness to Share Information 10 (M. Bresnen and Marshall, 2000b;Girard and Robin, 2006;Neeraj Jha and Misra, 2007;Eriksson and Nilsson, 2008;Shen et al, 2008;Wu et al, 2008;Ahuja et al, 2009;Hudnurkar et al, 2014;Panahifar et al, 2018;Hamzeh et al, 2019) Adaption of Information Technology 9 (Girard and Robin, 2006;Eriksson and Nilsson, 2008;Hunter and Leahey, 2008;Ahuja et al, 2009;Eriksson, 2010;Abdirad and Pishdad-Bozorgi, 2014;…”

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confidence: 99%

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A framework to measure collaboration in a construction project

Nath¹,

Reja²,

Varghese³

2021

Proceedings of the 9th World Construction Symposium 2021 on Reshaping Construction: Strategic, Structural and Cultural Transfor

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Collaboration amongst stakeholders in a construction project plays a significant role in managing and completing a project successfully. It specifically helps in interface management amongst the stakeholders. Among the various aspects of collaboration, there are two key factors that predominant. Firstly, the psychological factors that define a person as a natural collaborator, and secondly, the project-level enablers that determine a collaborative project. Therefore, in this study, two inductive theories are developed- one for psychological factors and another for project-level enablers of collaboration. This study aims to identify the key psychological factors and project enablers associated with collaboration and develop a conceptual framework to measure collaboration in a construction project. The workflow of the conceptual framework is developed in the first part of the research, and the input requirements are quantified. Robust hypothesis testing methodology is adopted to identify the key psychological factors and project enablers. Hypotheses testing yields three specific psychological factors for defining a person as a natural collaborator, and six enablers are essential for facilitating project collaboration. These results are used as input parameters in the derived conceptual framework to measure the level of collaboration in a construction project.

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“…Barriers to collaboration include lack of commitment, communication, and breach of trust (Deep, Gajendran & Jefferies, 2019: 1); lack of trust, unfair risk sharing (Faris et al, 2019: 1); ineffective communication (Nursin, Latief & Ibrahim, 2018: 1); consultant managerial incompetence (Akintan & Morledge, 2013: 7); conflicting personalities, bullying, and lack of understanding (Ey, Zuo & Han, 2014: 154), as well as lack of consistent production standards, and absence of formal training systems (Kalantari, Shepley, Rybkowski & Bryant, 2017: 569). It also includes lack of top management support and unrealistic deadlines (Masemeni et al, 2015: 8), as well as fear of micromanagement, lack of trust, and lack of common goals (Mensah, 2016: 40).…”

Section: Barriers To Collaborationmentioning

confidence: 99%