Reinforcing cycles involving inter- and intraorganizational paradoxical tensions when managing large construction projects
(2018) In Construction Management and Economics 36(3). p.125-140- Abstract
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... (More)
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.
(Less)
- author
- Szentes, Henrik LU
- publishing date
- 2018-03-04
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- Construction management, control, direction, empowerment, flexibility, interorganizational, paradox, project management
- in
- Construction Management and Economics
- volume
- 36
- issue
- 3
- pages
- 16 pages
- publisher
- Taylor & Francis
- external identifiers
-
- scopus:85017622607
- ISSN
- 0144-6193
- DOI
- 10.1080/01446193.2017.1315826
- language
- English
- LU publication?
- no
- additional info
- Publisher Copyright: © 2017 Informa UK Limited, trading as Taylor & Francis Group.
- id
- 76700752-3017-40c6-88fc-d886111d2f31
- date added to LUP
- 2022-10-28 10:43:51
- date last changed
- 2022-11-11 14:51:23
@article{76700752-3017-40c6-88fc-d886111d2f31,
abstract = {{<p>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.</p>}},
author = {{Szentes, Henrik}},
issn = {{0144-6193}},
keywords = {{Construction management; control; direction; empowerment; flexibility; interorganizational; paradox; project management}},
language = {{eng}},
month = {{03}},
number = {{3}},
pages = {{125--140}},
publisher = {{Taylor & Francis}},
series = {{Construction Management and Economics}},
title = {{Reinforcing cycles involving inter- and intraorganizational paradoxical tensions when managing large construction projects}},
url = {{http://dx.doi.org/10.1080/01446193.2017.1315826}},
doi = {{10.1080/01446193.2017.1315826}},
volume = {{36}},
year = {{2018}},
}