1st Edition
Routledge Handbook of Collaboration in Construction
This innovative Handbook aims to look at the logic, various dimensions, and implications of collaboration in construction. It opens with a conceptualization of collaboration and its counterpart concepts (i.e., cooperation and coordination) and continues with chapters in Part I which discuss the theoretical grounds of collaboration between individuals and organizations from the viewpoints of an impressive variety of relevant disciplines including organizational science; anthropology; law; economics; design; and production.
This is followed by discussions of the essence and value of collaboration in construction in Part II through explaining the role of collaborative project delivery methods and their benefits in advancing collaboration, describing the competency profile of project managers for collaborative construction, explaining key drivers and barriers of collaboration in construction, and explaining practices as well as challenges of measuring collaboration in construction.
Then, in Part III, case projects are employed to explain the benefits of collaboration in different levels of team, project, and business, to discuss the role and impact of collaboration on site and bridging the divide between construction and facility management, to discuss the role of digitalization in facilitating and advancing collaboration, to explain collaboration in decision making, to present examples of collaborative visual management, and to outline the implications of stakeholders' early involvement and collaboration for project success. Finally, consideration is given to the future of collaboration in construction to conclude the book.
This Handbook is key reading for a broad ranging audience within the fields of construction, project, infrastructure and engineering management, organisational science, economics, and business management.
List of Tables and Figures
Introduction
Chapter 1. Basis for Collaborative Practices in Construction: Definition of Collaboration, Cooperation, and Coordination
Part I- Collaboration in Theory. Explaining Collaboration between Individuals and Organizations from the Viewpoints of Relevant Disciplines.
Chapter 2. An Organization Science Perspective on Collaboration in Construction Projects: Implications of Practice Theory
Chapter 3. Anthropological Perspectives on Collaboration in Construction
Chapter 4. Collaborative Contract and Contract Theory
Chapter 5. The Construction Commons: A New Institutional Economics Perspective on Collaborative Project Resources
Chapter 6. Building Design Collaboration: Why, What, and How
Chapter 7. Collaboration in Production
Part II- Collaboration in Construction. Discussing Essence and Value of Collaboration in Construction.
Chapter 8. Collaborative Delivery Models
Chapter 9. Competency Profile of Project Managers for Collaborative Construction
Chapter 10. Key Drivers for Collaboration in Construction
Chapter 11. Barriers to Collaboration – A Multi-level Perspective
Chapter 12. Measuring Collaboration in Inter-organizational Construction Projects: Practices and Challenges in the Real World
Part III- Construction Collaboration in Practice. Discussing the Benefits of Collaboration in Case Projects.
Chapter 13. Creation of an Innovation Ecosystem – Automating the Reporting of CO2 Emissions in the Built Environment
Chapter 14. The Dynamics of Formal and Relational Collaborative Practices in Inter-Organizational Construction Projects
Chapter 15. Bridging the Great Divide: Towards Collaboration Between Design and Operation
Chapter 16. Towards Collaboration on Site – Multidisciplinary Teams through a Supply Chain Approach
Chapter 17. Collaboration in Decision Making
Chapter 18. Managing Complex Collaboration in Construction Projects
Chapter 19. Digital Platforms: Empowering and Transforming Collaborations
Chapter 20. Awareness and Ability to Act
Chapter 21. Visual Management in Collaboration
Chapter 22. Early Involvement and Integration on the Project front end: Implications for Client’s Collaborative Actions
Final Remarks - Future of Collaboration in Construction
Biography
Sina Moradi (0000-0002-2990-3671) is Postdoctoral Researcher of Construction Management at Tampere University in Finland. Dr. Moradi has ten years of experience in working as an academic researcher and executive expert in the field of construction and project management. The focus of his research activities and publications has been on collaborative project delivery, lean construction, project sucess, sustainability in building contruction, and project managers' competencies.
Kalle Kähkönen (0000-0002-8986-7721) is Professor of Construction Management and Economics at Tampere University in Finland. His former employer was VTT Technical research Centre of Finland. Prof. Kähkönen’s main research interests and activities are presently addressing collaborative construction operations and digitalization in the built environment sector. He has acted as supervisor, pre-examiner, or opponent over 30 doctoral dissertations in Finland and abroad.
Lauri Koskela (0000-0003-4449-2281) is Adjunct Professor at Tallinn University of Technology. Previously he worked at the University of Huddersfield as Professor of Construction and Project Management and at the University of Salford as Professor of Lean, Theory-Based Project, and Production Management. Since 1991, Lauri has been involved in research on lean construction. His research has focused especially on the theory of production management underlying lean construction.
Ole Jonny Klakegg (0000-0002-1767-0911) is Professor of Project Management at NTNU Department of Civil and Environmental Engineering, focusing on project delivery models. Throughout his career, Ole Jonny Klakegg has alternated between teaching and research at the university and working as a consultant in project management. This way he has built substantial experience including theoretical and practical perspectives. He has 30 years of experience in research, teaching, and consulting within project management, including 15 years of experience as manager and consultant in private sector.
Kirsi Aaltonen is Associate Professor of Project Management at University of Oulu, Finland, where she heads Project Business Research Team in the Industrial Engineering and Management Research Unit. She has published widely on project stakeholder management and engagement in Scandinavian Journal of Management, International Journal of Project Management, Industrial Marketing Management, and International Journal of Managing Projects in Business. Her current research interests are in the areas of stakeholder management in complex projects, integrated project deliveries, and institutional change in project-based industries.
