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dc.contributor.authorEngebø, Atle
dc.contributor.authorKlakegg, Ole Jonny
dc.contributor.authorLohne, Jardar
dc.contributor.authorLædre, Ola
dc.date.accessioned2021-10-25T12:55:23Z
dc.date.available2021-10-25T12:55:23Z
dc.date.created2020-06-17T08:34:55Z
dc.date.issued2020
dc.identifier.citationInternational Journal of Managing Projects in Business. 2020, 13 (6), 1141-1165.en_US
dc.identifier.issn1753-8378
dc.identifier.urihttps://hdl.handle.net/11250/2825412
dc.description.abstractPurpose To achieve the shift towards sustainable construction the industry must change the project delivery methods used. Therefore, this paper reports on a high-performance building project that implemented a collaborative project delivery method through the examination of the following research questions: RQ1: What were the most important contractual, cultural and organisational elements studied in the collaborative project delivery method? RQ2: What were the effects of the studied elements? Design/methodology/approach A longitudinal case study approach was adopted. As for means of data collection, a document review, semi-structured interviews, and observations was conducted. A total of 20 observations (App. 80 h, 175 pages of notes) and 12 interviews (App. 20 h, 100 pages of notes) with project participants was conducted. Findings The analysis indicates that if attention is paid to task, team and individual needs through contractual, cultural and organisational elements, this will affect the development of an integrated team. Research limitations/implications We demonstrate that the effects of the elements are shown through their achievement in creating and sustaining an integrated team of inter-organisational participants working in a collaborative environment. Practical implications It provides a better understanding of how a collaborative project delivery method for the design phase emphasises team integration. We demonstrate that while the principal sets the contractual boundaries by deciding the contractual elements, the agent should be intentional in the selection and use of organizational and cultural elements. Originality/value The paper suggests that it is not enough to just have contractual elements implemented. Consequently, this insight suggests that managers should be attentive to the untapped potential that lies within organisational and cultural elements.en_US
dc.language.isoengen_US
dc.publisherEmeralden_US
dc.titleA collaborative project delivery method for design of a high-performance buildingen_US
dc.typeJournal articleen_US
dc.description.versionsubmittedVersionen_US
dc.rights.holderThis is the manuscript to an article published by Emeralden_US
dc.source.pagenumber1141-1165en_US
dc.source.volume13en_US
dc.source.journalInternational Journal of Managing Projects in Businessen_US
dc.source.issue6en_US
dc.identifier.doi10.1108/IJMPB-01-2020-0014
dc.identifier.cristin1815870
dc.relation.projectNorges forskningsråd: 237859en_US
cristin.ispublishedtrue
cristin.fulltextpreprint
cristin.qualitycode1


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