Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Reinforcing cycles involving inter- and intraorganizational paradoxical tensions when managing large construction projects
Luleå University of Technology, Department of Civil, Environmental and Natural Resources Engineering, Industrilized and sustainable construction.
2017 (English)In: Construction Management and Economics, ISSN 0144-6193, E-ISSN 1466-433XArticle in journal (Refereed) Epub ahead of print
Abstract [en]

In recent years, scholars have shown a growing interest in combining control and flexibility when organizing and managing large construction projects, in contrast with the traditional focus on control. Prior research recognizes that there is a paradoxical tension between control and flexibility, meaning that, while both approaches make sense individually, they appear impossible to combine. Large construction projects are interorganizational, which means that tensions between interorganizational control/flexibility coexist with tensions between intraorganizational direction/empowerment, but the interplay and possible reinforcing cycles involving the two tensions have rarely been investigated in prior research. A multiple case study of four large construction projects with three rounds of interviews show how intraorganizational direction/empowerment can influence interorganizational control/flexibility and vice versa, and demonstrate both vicious and virtuous reinforcing cycles that involve the two types of tensions. Therefore, contributing to the project management and construction management literature, it is argued that employing a systemic approach when studying interorganizational projects is essential. A systemic paradox perspective can reveal interdependencies between tensions at different organizational interfaces, improve the understanding of how individuals in all managerial positions interplay, and explain how reinforcing cycles emerge and develop; this is important to recognize when organizing, staffing and managing large construction projects.

Place, publisher, year, edition, pages
2017.
National Category
Construction Management
Research subject
Construction Engineering and Management
Identifiers
URN: urn:nbn:se:ltu:diva-63118DOI: 10.1080/01446193.2017.1315826OAI: oai:DiVA.org:ltu-63118DiVA: diva2:1090320
Available from: 2017-04-24 Created: 2017-04-24 Last updated: 2017-07-05

Open Access in DiVA

No full text

Other links

Publisher's full text

Search in DiVA

By author/editor
Szentes, Henrik
By organisation
Industrilized and sustainable construction
In the same journal
Construction Management and Economics
Construction Management

Search outside of DiVA

GoogleGoogle Scholar

Altmetric score

Total: 115 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf