Social Network Analysis in Construction

Pryke, Stephen

doi:10.1002/9781118443132

Cited by 145 publications

(142 citation statements)

References 0 publications

Supporting

Mentioning

129

Contrasting

Unclassified

Order By: Relevance

“…Project management represents an eclectic group of functions brought together to facilitate the delivery of a project. These functions, such as design management, cost management, instructions and incentives, among others, provide a classification of networks that support a given project (Pryke, 2012). The tendency towards archaic models of projects and their management has led the construction industry into a position where vitally important project functions, such as problem-solving is not procured, and hence, this fundamentally important aspect of the design and execution of projects is essentially self-organised (Pryke, et al 2017).…”

Section: Exploration Of the Effectiveness Or Otherwise Of Relationshimentioning

confidence: 99%

“…Previous project management models and existing ways of understanding, organising and managing projects seem to have reached their limit of application, showing diminishing results (Winter et al, 2006;Chinowsky et al, 2008). Accordingly, there have been calls for new models and analytical tools that capture the social dimensions of project organising, and the essence of the inter-firm relationships that comprise the construction project coalition (Pryke, 2012). It is argued that the relationships associated with the dynamic, transient and 'time-defined' temporary organisation require further research (Burger and Sydow, 2014).…”

mentioning

confidence: 99%

“…2 relying on the ability of self-organising rather than the traditional project management techniques such as planning, scheduling, and risk analysis (Pryke, 2012(Pryke, , 2017Pryke et al, 2017). It is argued that to deliver successful projects, there is a need to focus upon 'actors and their behaviours' in projects (Blomquist and Lundin, 2010:7) and find out 'what project managers do' (Geertz, 1973) rather than 'what is being done' (Blomquist and Lundin, 2010:13).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Editorial for the special issue on social networks in construction

Pryke

Badi

Bygballe

2017

Construction Management and Economics

Self Cite

View full text Add to dashboard Cite

For some time, traditional conceptualisations, analyses, and design of project organisations have been criticised for being inappropriate to capture the complexity of current construction and engineering projects . These projects are increasingly complex, not only in a technical sense, but even more so in terms of the organisational systems needed to design and execute them. Previous project management models and existing ways of understanding, organising and managing projects seem to have reached their limit of application, showing diminishing results (Winter et al., 2006;Chinowsky et al., 2008). Accordingly, there have been calls for new models and analytical tools that capture the social dimensions of project organising, and the essence of the inter-firm relationships that comprise the construction project coalition (Pryke, 2012). It is argued that the relationships associated with the dynamic, transient and 'time-defined' temporary organisation require further research (Burger and Sydow, 2014).As a response to this call, recent perspectives within construction project literature have come to focus on the social, relational and 'self-organising' dimensions of projects to capture their technical and social complexities. For example, studies on megaprojects show a need for

show abstract

Section: Exploration Of the Effectiveness Or Otherwise Of Relationshimentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Editorial for the special issue on social networks in construction

Pryke

Badi

Bygballe

2017

Construction Management and Economics

Self Cite

View full text Add to dashboard Cite

show abstract

“…Frequency of repeat work or type of output (Artto et al, 2011;Davies and Brady, 2000;Whitley, 2006); 3. Frequency with which the same supply cluster or supply chain members can be used (Pryke, 2012).…”

Section: The Level Of the Project Businessmentioning

confidence: 99%

Differences in decision-making criteria towards the return on marketing investment: A project business perspective

Smyth

Lecoeuvre

2015

International Journal of Project Management

View full text Add to dashboard Cite

Assessing the value of marketing to a business remains a thorny issue in theory and practice. Decision-making at the finance-marketing interface is under-researched, particularly for project businesses. Confronted by demands of accountability concerning the allocation of resources to meet competitive pressures, the paper examines the quality and extent of dialogue in investment decision-making. The return on investment (ROI) and marketing-specific investment (ROMI) are important factors at the marketing-finance interface. ROMI/ROI is examined from quantitative and qualitative viewpoints. The empirical evidence shows that short-term financial criteria dominate and are misaligned to long-term performance of project businesses and business units. Marketing investment in relation to project markets poses a particularly challenging environment. Client lifetime value and programme data sets for ROMI coupled with qualitative decision-making offer ways forward with constructive dialogue at the finance-marketing interface. The paper concludes with detailed recommendations for research and practice.

show abstract

“…SMYTH e PRYKE, 2008;MORATTI, 2010;PRYKE, 2012; BEMELMANS, VOORDIJK e VOS, 2012), o tipo de relacionamentos contribuirá com a eficácia da organização dos sistemas de produção e, portanto, com seus resultados.…”

unclassified

Estratégias para desenvolver empresas de execução especializada de serviços de obra.

Haito¹,

José²

View full text Add to dashboard Cite

AGRADECIMENTOSAgradeço a todas as pessoas com as quais tenho tido a honra de coincidir durante a realização do doutorado. Agradeço especialmente à família Maneschi -Barbosa que foi a minha família no Brasil por quase quatro anos.No Brasil: na Poli, à Fátima Domingues pela amizade em todos estes anos de pós-graduação, ao igual que Wandréa Dantas, Eliany Funari e Denise Alves. Aos meus "velhos" colegas da extinta sala Buraco Negro estendido, incluindo os meus queridos amigos do Laboratório de sistemas hidráulicos. Agradeço também aos colegas da Sala Asteroide. Um agradecimento especial para Tathyana Moratti, com quem tenho tido a honra de trabalhar, aprender e compartilhar a amizade e experiências e pontos de vista sobre como funciona a gestão de suprimentos na prática. Que mais dizer sobre o meu orientador, amigo e mentor: Francisco Ferreira Cardoso. Sem ele, esta tese não seria possível. Também agradeço enormemente ao Prof. Dr. Ubiraci Espinelli Lemes de Souza, que além de co-orientador, foi amigo e colega durante todo o meu processo na Poli, e claro, para a minha querida Prof. Dra. Mercia Maria Semensato Bottura de Barros, uma grandíssima pesquisadora e ainda maior pessoa.Aos membros da banca da defesa, na ajuda para melhor identificar e caracterizar:Prof. Dr. Carlos Torres Formoso, a contribuição teórica da tese; Prof. Dr. Ariovaldo Denis Granja, as contribuições práticas da tese; e Prof. Dr. João Amato Neto, a característica de gestão de cadeia de suprimentos. A Beatriz Cyrineo Pereira, pela correção na linguagem. A Lourival Garcia pelo apoio com as impressões. Agradeço também à Dra. Maria Cristina Rahal, indispensável suporte para conseguir finalizar esta tese. Aos grandes colaboradores deste doutorado, meus queridos bolsistas de IniciaçãoCientífica, participantes dos meus experimentos de iniciação científica: Juliana Pinheiro Gonçalves (criatividade e paixão pelo conhecimento e pela vida, em 2010), Julianna Lajut e Murilo Blanco Mello (entre 2010 -2011, Julianna é um diamante em bruto e Murilo é capaz de transformar dados em poesia!), Jennifer Bistafa Liu (de 2011 -2013, é a personificação do equilíbrio e da disciplina. Como ela, poucos), Taminy Youssef e Matheus Cecere (2013, Taminy me fez lembrar que a vida é um aprendizado constante e Matheus que ser criativo é também ser eficiente).Ao pessoal da ALENA Engenharia, ao meu colega de mestrado e amigo Maurício Brun Bucker, por ter me dado a oportunidade de me desenvolver profissionalmente junto com pessoas espetaculares, como Celio Emerique. Aos colegas do Consórcio ACC, pela sua paciência e incontáveis ensinamentos profissionais e pessoais:Joaquim Fernandes, João Vidal, Soraia Bau, Cláudia Magalhães, João Nuno Sousa Santos, Alex Almeida, Takeshi Yamashita, Gabriel Santos, João Vitor Santos, e aos colegas do Gerenciamento da expansão da Linha 5 do Metrô: Danton, Diniz, Patrícia, Pérsio, Francine, Natália, Filipe, Anderson e Francisco. Jõao e Joaquim foram, além de tudo, grandes amigos e suportes para finalizar a tese.Em Cingapura: ao Prof. Dr. George Ofori...

show abstract

Social Network Analysis in Construction

Cited by 145 publications

References 0 publications

Editorial for the special issue on social networks in construction

Editorial for the special issue on social networks in construction

Differences in decision-making criteria towards the return on marketing investment: A project business perspective

Estratégias para desenvolver empresas de execução especializada de serviços de obra.

Contact Info

Product

Resources

About