Bresnen, M; Goussevskaia, A and Swan, J (2005) Implementing change in construction project organizations: Exploring the interplay between structure and agency. Building Research & Information, 33(6), pp. 547-560. ISSN 0961-3218
Abstract
Although change in management culture and practice has been a recurrent theme in recent years, there is comparatively little research available that explores the issues and challenges facing construction firms as they attempt to implement management 'best practices'. Yet, understanding the complex social processes involved is vital if the industry is to respond effectively to prescriptions for organizational change. This paper draws upon Giddens' (1984) structuration theory to explore the effects of the relationship between structural conditions and managerial agency on attempts to introduce change within project-based organization. The paper reports research from case studies of changed management practice in two UK construction firms. The main findings demonstrate the impact of dispersed managerial practices on the interpretative and normative rules deployed by project managers and the power resources mobilized by companies and individuals as they seek to impose, accept or resist change.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | change management; organizational change; practice-based learning; project management; social context; structuration theory |
| Index terms: | project manager, best practice, construction project, project management, management practice, social process, project-based organization, organizational change, prescription, case study, change management, agency, construction firm |
| Subjects: | medical science and clinical practice, profession, project management theory and practice, data collection methods, organization, business, communities and social development, management, sociology, production management |
| Topics: | Roles and Professions, Research Practice, Health and Safety, Business Strategy, Organizational Design, Stakeholder Management, Project Management |
| Descriptive scope: | 4 PCTE |
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