Uusitalo, P; Seppänen, O; Peltokorpi, A and Olivieri, H (2019) Solving design management problems using lean design management: The role of trust. Engineering, Construction and Architectural Management, 26(7), pp. 1387-1405. ISSN 0969-9988
Abstract
Purpose: Although prior studies have noted the importance of trust for project performance, research remains scant on describing the role of trust when using lean design management (LDM) in projects. The purpose of this paper is to explore the connection between LDM and interpersonal trust in solving construction projects' design management problems. Design/methodology/approach: A qualitative study was conducted that included 29 trust- and LDM-themed semi-structured interviews in the USA (California), Brazil and Finland; 11 focus group discussions were also organized to validate the interview findings. Findings: The study reveals how LDM contributes to solving design management problems through two distinct but interconnected mechanisms: improved information flow; and improved trust among project team members. A conceptual framework was crafted to illustrate the mechanisms in building trust by means of the social domain of LDM concepts. Research limitations/implications: The conceptual framework requires testing through an international survey or through multiple case studies. Practical implications: The results indicate that design management would benefit from trustful environments and that trust may be the catalyst for actors' engagement with LDM. Managers in charge of design within projects can use the conceptual framework when selecting the appropriate LDM tools, which should include both the social and technical domains. Originality/value: The study emphasizes the importance of the social domain of LDM concepts. Previous studies have focussed on information flow aspects of LDM but have overlooked the value of interpersonal trust in solving design management problems.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | collaboration; communication; construction; construction project; design; design management; information flow; lean design management; trust |
| Index terms: | case study, qualitative study, Finland, project performance, testing, project team, manager, interview, focus group, international survey, Brazil, information flow, design management, methodology, collaboration, construction project, conceptual framework |
| Subjects: | information systems, management, theoretical framing, research methods, production management, Geography, project management theory and practice, design process, research products and data, professional practice, project delivery, data collection methods, research design and methodology, practitioner |
| Topics: | Geographical Context, Project Management, Research Practice, Engineering Principles, Roles and Professions, Design Practice, Digital Applications, 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