Baiden, B K; Price, A D F and Dainty, A R J (2003) Looking beyond processes: Human factors in team integration. In: Greenwood, D J (ed.) Proceedings of 19th Annual ARCOM Conference, 3-5 September 2003, Brighton, UK.
Abstract
The Accelerating Change report in 2002 highlighted the importance of team integration. Much previous research focussed on providing an integrated process for improved project delivery performance through the transfer, use and application of successful integration techniques, models and tools from other sectors and industries. This approach has still not been able to comprehensively integrate construction project teams hence the recent calls for teams to integrate in order to achieve acceptable performance. The definitions of team, teamwork, integration and integrated team are clearly set out. Teams comprise people and issues dealing with how they can be integrated must be considered in any effort to have them work together. Team performance still face barriers from the organization and the team and continues to contribute to an unsatisfactory product delivery to the client. The impact of the human factors on the performance of the team and consequently their contributory factors to project success that have not received much attention in the past can therefore be thoroughly researched as a further means to integrating the team for improved project delivery performance to the client’s satisfaction.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | human factors; integrated team; performance; product delivery; teamwork |
| Index terms: | teamwork, project success, construction project team, satisfaction, face, contributory factor, integration, integrated team, project delivery, team performance, human factor, product delivery |
| Subjects: | risk assessment, psychology, product delivery, project delivery, management, project management theory and practice, organizational analysis, occupational health and safety management |
| Topics: | Supply Chain Management, Organizational Design, Project Management, Health and Safety, Procurement, Risk Management |
| Descriptive scope: | 2 PC |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here