Global Dimension of Robust Project Network Design

Wong, Kenny; Unsal, Hakan I.; Taylor, John E.; Levitt, Raymond E.

doi:10.1061/(asce)co.1943-7862.0000143

Cited by 12 publications

(4 citation statements)

References 33 publications

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“…The result is a complex network organization in the project environment. In fact, the overall complexity is significant due to the multi-cultural, multi-social, multi-location, multi-disciplinary, and multi-organizational nature of the project participants (Schwegler et al 2001;Nayak, Taylor 2009;Chinowsky et al 2010;Wong et al 2010;Park et al 2011). Contractors in the construction industry typically subcontract significant portions of the project to special trade contractors (Eccles 1981).…”

Section: Construction Project Networkmentioning

confidence: 99%

Project Network Management: Risks and Contributors From the Viewpoint of Contractors and Sub-Contractors

Hwang

Ng²

2015

Technological and Economic Development of Economy

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Over the years, the network of construction project participants has expanded immensely. Clients have more stringent requirements due to increasing project complexity, difficulties with interaction and coordination, and uncertainties among various stakeholders. Emergent issues can bring many uncertain risks to the project execution process and yet the body of knowledge in this area, as applied to the Singapore construction environment, is insufficient. Therefore, the main objective of this study is to identify critical network risks extant in the industry in order to attain a better understanding of the attitudes of stakeholders towards network risk management. Thirtythree construction companies participated in a survey developed for this study and the analysis of the responses identified ten top critical network risks and the stakeholders who most contribute to these risks. The findings from this study will help the industry to promote a healthy working relationship among stakeholders, and will further facilitate collaboration within the project network.

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Section: Construction Project Networkmentioning

confidence: 99%

Project Network Management: Risks and Contributors From the Viewpoint of Contractors and Sub-Contractors

Hwang

Ng²

2015

Technological and Economic Development of Economy

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“…In order to succeed in international projects, engineering and construction firms should combine several firm-specific factors and home-specific factors (Paek, Kim 1993). Wong et al (2010) stated that contractors face many uncertainties in international projects and their success depends on how well they cope with those uncertainties. Korkmaz and Messner (2008) examined the competitive positioning and continuity in international markets and concluded that construction firms tend to pursue consistent strategies in international markets while they adjust these strategies according to market demands and global tendencies.…”

Section: Inter-firm Collaboration In Global Constructionmentioning

confidence: 99%

Social network analysis of construction companies operating in international markets: case of Turkish contractors

Akgul

Özorhon

Dikmen

et al. 2016

Journal of Civil Engineering and Management

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Investigation of market entry strategies is critical for the success of international contractors. Establishing partnerships is among the most effective vehicles of operating in international markets. The major objective of this paper is to analyze the partnership behavior of contractors in overseas projects. In this respect, social network analysis (SNA) was used to better understand the collaborative project networks in different markets and for projects of differing sizes. A database was developed based on the collaborative international construction projects where Turkish firms and their non-Turkish partners were involved. A total of 449 projects carried out in 46 countries were used for the analysis. The findings of the study suggest that contractors adopt different strategies depending on the market and project characteristics. The majority of the companies tend to remain in the same markets; they keep working with the same partners or choose local partners; and engage with multiple partners in more complex projects. This study is expected to help contractors reflect on their internationalization decisions and devise appropriate strategies to establish project networks.

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“…System models such as a flow chart that indicates the communication system of a massproduction firm (Stinchcombe, 1959) and a workflow diagram that demonstrates the project tasks and organizational model (Wong et al, 2009), are capable of conceptualizing and constructing a system that deals with linear processes and activities. Directed acyclic graphs (DAG), such as Bayesian networks, which the industry used to analyze safety risks under uncertainty in tunnel construction (Zhang et al, 2014), as well as fall accidents in steel construction sites (Leu and Chang, 2015), are more appropriate for modeling networks that contain no cycles.…”

Section: Introductionmentioning

confidence: 99%

Critical Review of Social Network Analysis Applications in Complex Project Management

et al. 2018

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Social Network Analysis (SNA) is a significant tool for analyzing networks in complex project management that examines the actors' interdependence in iterative and interactive social structures. It can also be used for non-social structure analysis. The potential of SNA could be extended significantly if its application to complex project management could be clarified. The objectives of the present review are threefold: (1) to clarify the interpretation of SNA metrics; (2) to identify its applications to complex project management knowledge areas; and (3) to reveal its uses in the non-social structures of complex networks. The authors conducted a qualitative systematic review based on 65 peerreviewed publications to identify 38 SNA metrics and concepts in nine complex project management knowledge areas. The findings show that SNA is a useful tool for application to the analysis of non-human resource networks and can be used for strategic planning and the improvement of project transmission efficiency and interdisciplinary interactions. The authors also delineated the future studies and the potential applications of SNA to provide new insights into advancing the use of SNA for analyzing and mitigating complex project management issues.

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Global Dimension of Robust Project Network Design

Cited by 12 publications

References 33 publications

Project Network Management: Risks and Contributors From the Viewpoint of Contractors and Sub-Contractors

Project Network Management: Risks and Contributors From the Viewpoint of Contractors and Sub-Contractors

Social network analysis of construction companies operating in international markets: case of Turkish contractors

Critical Review of Social Network Analysis Applications in Complex Project Management

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