Koolwijk, J S J (2022) Rules, power and trust: Interplay between inter-organizational structures and interpersonal relationships in project-based organizations in the construction industry. PhD thesis, Delft University of Technology, Netherlands.
Abstract
The aim of this PhD project was to explore the multi-level interplay between the inter-organizational structures and interpersonal relations in building project organizations. In the first two studies, quantitative approaches were used to validate assumptions about how inter-organizational structures are shaped by actors and how interpersonal relationships affect the effectiveness of project teams in the construction industry. These two studies were integrated in a third qualitative case study that explored the interplay between inter-organizational structures and interpersonal relationships in long-term partnerships. The third study sampled three cases of strategic partnerships which are characterized as long-term, highly integrated and collaborative relationships. To gain theoretical sensitivity in this third study, a conceptual framework was developed using the concepts from the first two studies. The major finding across the three studies is that the way integration in the supply chain develops is highly dependent on the interaction between project actors. The way actors use the inter-organizational rules of a project organization, influences the level of trust and no-blame culture that emerges through interaction. In turn, the level of trust can influence the rules of actors. More specifically, dominant actors seem to able to change the rules of the system. When a dominant actor uses his power position to change the rules of the social system, it can make other actors lose their commitment to the partnership. This research shows that successful long-term and close collaboration between firms continuously requires careful consideration of how the organizational structures are designed and used and their effect on relationships between actors. One should not assume that integrated contracts and integrative practices that have been shown to work in one project, will automatically lead to close and long-lasting relationships between actors in another project.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Wamelink, J W F and van Oel, C J |
| Uncontrolled Keywords: | project-based organizations; construction industry; inter-organizational structures; interpersonal relationships; power; trust; collaboration; supply chain integration |
| Index terms: | interpersonal relationship, effectiveness, supply chain integration, project team, construction industry, interaction, case study, partnership, social system, collaboration, integrated contract, integration, conceptual framework, organizational structure, project-based organization, project organization, commitment |
| Subjects: | psychology, contractual arrangements, organization, behavioral psychology, theoretical framing, organizational theory, project delivery, supply chain integration, data collection methods, sociology, partnership management, organizational analysis, industry analysis, performance management, management, social theory |
| Topics: | Stakeholder Management, Research Practice, Organizational Design, Procurement, Project Management, Supply Chain Management, Quality Management |
| Descriptive scope: | 5 PCTEA |
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