Integration and Leadership as Enablers of Innovation in Construction: Case Study

Özorhon, Beliz; Abbott, Carl; Aouad, Ghassan

doi:10.1061/(asce)me.1943-5479.0000204

Cited by 103 publications

(89 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Previous studies indicated that leadership has been be considered as an important precursor of organizational performance, especially at the individual level but also at the organizational level [26,91]. The goal of this study was to extend the research towards construction projects and to provide an empirical test for the ambidexterity theory of leadership and culture in project management field.…”

Section: The Direct Effects Of Ambidextrous Leadership On Project Permentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

View full text Add to dashboard Cite

Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

show abstract

Section: The Direct Effects Of Ambidextrous Leadership On Project Permentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

View full text Add to dashboard Cite

show abstract

“…Because knowledge sharing is an enabler of innovation, the leadership style that promotes an open communication of innovative ideas and approaches is essential for organizational innovation [20]. Transformational leaders that nurture the intrinsic development of employees by considering their participation and ideas are essential for an organization [9].…”

Section: The Differentiation Of the Two Leadership Stylesmentioning

confidence: 99%

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

2017

View full text Add to dashboard Cite

Abstract:With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

show abstract

“…Nam and Tatum (1997) found out that to foster innovation, there must be implicit vertical integration. Ozorhon et al (2014) also conclude that integration and leadership are two important enablers of innovation in construction.…”

Section: The Characteristics Of Construction Innovationmentioning

confidence: 99%

“…Literature exploring the process of construction innovation once considered innovation is the responsibility of individual firms (Gann & Salter, 2000;Ozorhon et al, 2014). However, in the recent era, researchers increasingly emphasize the importance of interfirm cooperation relationships and networks in innovation projects (Holmen, Pedersen, & Torvatn, 2005;Rothwell, 1992;Slaughter, 1998).…”

Section: The Characteristics Of Construction Innovationmentioning

confidence: 99%

“…OECD (The Organization for Economic Co-operation and Development) (2005) defines innovation as the implementation of a new or significantly improved product (good or service), process, or delivery method, a new marketing method, or a new organizational method in business practices, workplace organization or external relations (Ozorhon, 2013;Ozorhon, Abbott, & Aouad, 2014). The Department of Trade and Industry (DTI) (UK) (2007) regards innovation as the adoption of an idea or behavior, whether a system, policy, program, device, process, product or service, that is new to the adopting organization (Ozorhon, 2013).…”

Section: Definition Of Construction Innovationmentioning

confidence: 99%

See 1 more Smart Citation

Identification of Critical Success Factors for Construction Innovation: From the Perspective of Strategic Cooperation

Liu¹,

Wang²,

Skibniewski³

et al. 2014

Front. Eng

View full text Add to dashboard Cite

Nowadays, China is in the period of industrialization, modernization and urbanization. The investment to the infrastructure is increasing which requires the support from construction innovation. Construction innovation is project-based cooperative innovation. The innovation based cooperation not only focuses inside the boundary of project, but also emphasizes the long-term strategic cooperation among the participants of innovation network. Therefore, it is significant to explore the Critical Success Factors (CSFs) of construction innovation based on the viewpoint of strategic cooperation. This paper first presents the definition and characteristics of construction innovation. By tracking the international frontiers, the authors studied a great number of literatures on the influence elements of construction innovation. Combining the effort of literature review and expert interview, this present paper identified 20 CSFs for construction innovation, which is verified and perfected by a case study in the end. The findings of this research will be of great importance for guiding the practice of construction innovation in China.Keywords: critical success factors, construction innovation, identification, strategic cooperation Nowadays, China is in the period of industrialization, modernization and urbanization (Wang & Zhang, 2011). The investment to the infrastructure is increasing which requires the support from construction innovation. Construction in- dustry is a complex project based industry. The uniqueness of construction projects leads to the fact that innovation is the key of the success of construction projects (Li, 2008). Construction innovation has gradually been the focus of academic and industrial circles; however, most relevant literatures focus on the study of innovation modes and the driving forces of construction innovation. Research on the construction innovation based on the strategic cooperation is few. In this perspective, this paper first analyses the definition and characteristics of construction innovation. Combining the efforts of tracking and studying the international frontier literatures and expert interview, this paper identifies the Critical Success Factors(CSFs) of construction innovation from the viewpoint of strategic cooperation. A case study is also presented to verify and perfect the CSFs identified.

show abstract

Integration and Leadership as Enablers of Innovation in Construction: Case Study

Cited by 103 publications

References 31 publications

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Identification of Critical Success Factors for Construction Innovation: From the Perspective of Strategic Cooperation

Contact Info

Product

Resources

About