Löfgren, P and Eriksson, P E (2009) Effects of collaboration in projects on construction project performance. In: Dainty, A R J (ed.) Proceedings of 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, UK.
Abstract
Collaboration among project actors has been subjected to much attention in recent years within the field of construction management. Several case studies support the argument that collaboration has positive effects on project performance. There is however, a need for quantitative studies investigating statistical relationships between collaboration and performance. Joint activities and collaborative tools (e.g. workshops, joint objectives, and teambuilding activities) are commonly used in order to establish a collaborative spirit among project actors. The purpose of this research is to investigate how collaborative tools affect collaboration and further collaboration s effect on project performance. The empirical data was collected through a survey responded to by 106 Swedish construction clients. Results from hierarchical regression analyses show a positive relationship between collaborative tools and collaboration suggesting that joint activities are crucial for collaboration to emerge. A positive relationship was also found between collaboration and project performance. The statistical results support previous case study findings where collaboration is positively affected by joint activities and project performance is enhanced by collaboration.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | collaboration; partnering; project performance |
| Index terms: | construction client, survey, workshop, case study, partnering, regression analysis, project performance, collaboration, construction project |
| Subjects: | construction type, data collection methods, practitioner, partnership management, statistical analysis, management, project management theory and practice, production management |
| Topics: | Organizational Design, Construction Technology, Roles and Professions, Stakeholder Management, Project Management, Research Practice |
| Descriptive scope: | 4 PCEA |
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