Safapour, E; Kermanshachi, S and Kamalirad, S (2021) Analysis of effective project-based communication components within primary stakeholders in construction industry. Built Environment Project and Asset Management, 11(2), pp. 157-173. ISSN 2044-124X
Abstract
Effective internal communication facilitates the transfer of data and information among project parties throughout the execution of construction projects. It minimizes the distortion of data and major cost overruns and delays. The aim of this study was to determine main components of the project characteristics that affect quality of internal communication within owners, designers and contractors in construction projects. Project characteristics that significantly affect quality of internal communication were identified through existing literature. Forty case studies associated with national and international construction projects were gathered. Since data regarding other aspects of collected case studies, which were not included in the case study data, were required, a structured survey was developed and distributed to the primary stakeholders. The factor analysis method was adopted to determine the key components of effective internal communication. The results demonstrated that project targets, bureaucracy, location and coordination affect the quality of internal communication among owner entities. Additionally, design and technology, clarity of the project's scope, resources, delivery, construction management and design management affect quality of internal communication within design entities. Qualified field labor, objectives, restrictions, material quality, equipment quality, availability of qualified project managers and equipment turnovers affect the quality of internal communication within contractors. The findings of this study help project managers evaluate the effectiveness of internal communication of a construction project during the early stages of the project. Additionally, the outcomes guide project managers to allocate sufficient resources to their projects and adopt proactive strategies which prevent/reduce miscommunications and their unintended consequences.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | internal communication; stakeholder management; case studies; communication; knowledge; contractors; project management; resource management; project engineering |
| Index terms: | case study, project manager, unintended consequence, turnover, project party, designer, survey, cost overrun, strategy, owner, factor analysis, effectiveness, construction project, project engineering, design management, coordination, project management, distortion, international construction project, resource management, stakeholder management, construction industry, internal communication |
| Subjects: | financial and cost management, participation process, business management, data collection methods, profession, strategic management, risk assessment, control systems, sociology, networking, statistical analysis, industry analysis, performance management, management, design process, project management theory and practice, production management |
| Topics: | Project Management, Research Practice, Engineering Principles, Cost Management, Business Strategy, Roles and Professions, Stakeholder Management, Risk Management, Quality Management, International Construction, Design Practice, Organizational Design |
| 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