Bygballe, L E; Endresen, M and Fålun, S (2018) The role of formal and informal mechanisms in implementing lean principles in construction projects. Engineering, Construction and Architectural Management, 25(10), pp. 1322-1338. ISSN 0969-9988
Abstract
Purpose: Previous research shows that implementing lean construction is not a straightforward task. The purpose of this paper is to examine the role of formal and informal mechanisms in implementing lean principles in construction projects. Design/methodology/approach: The paper draws on a single case study of the implementation of innovative lean principles in a public construction project in Norway. The study is based on qualitative data, including 17 semi-structured interviews with 21 individuals, document analysis, and observations in meetings and seminars, in addition to informal conversations. Findings: Formal mechanisms, including contractual arrangements, have the potential to both facilitate and hamper the implementation of innovative lean principles in a construction project. They might create coherence, but at the same time they might limit the scope of the concept in such a way that others do not accept it. Informal mechanisms, including social and lateral relationships and trust aid implementation, both directly by creating commitment and by modifying the challenges that the formal mechanisms potentially incur. Formal mechanisms may, in turn, nurture the informal ones. Research limitations/implications: The research is based on a single case study within the Norwegian public sector, which is dependent on specific public procurement regulations and subject to strong contractual traditions. Originality/value: The research extends the existing knowledge of implementation of lean construction in the construction industry. It helps refining the understanding of the role played by formal and informal mechanisms, and the interplay between them in the implementation process. This knowledge is also relevant for process innovations in construction in general.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | case study; construction; innovation |
| Index terms: | methodology, construction project, regulation, coherence, lean construction, interview, commitment, Norway, public construction, implementation, construction industry, case study, document analysis, lean principles in construction, public sector |
| Subjects: | lean construction, research methods, Geography, production management, building construction, political science, industry analysis, administrative law, data collection methods, human factors and perception, psychology, contractual arrangements, data science |
| Topics: | Business Strategy, Research Practice, Project Management, Geographical Context, Engineering Principles, Procurement, Governance, Legal Issues, Organizational Design, Site 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