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• W2276077434 abstract "Seeking means for improving performance on construction projects remains a universal endeavour; in part, because project performance is linked to organisational performance. However, in the vast majority of cases, such endeavours relate to 'traditional', 'hard' measures of project management performance (realisation efficiency / effectiveness) and project performance (in-use operation). The realisation process is commonly characterised as a 'shifting, multi-goal coalition' based upon a fluid power structure in which participants tend to pursue values relating to self interests. Given that performance criteria may be classified as generic business, technical, and relational, questions of the strengths and directions of influence amongst them arise, with particular emphasis on potential causalities (as, for instance, in 'partnering'). Thus, this paper reviews theory and literature relating to personal and organisational values, power sources, structuring and exercising, and performance constructs and metrics with application to construction projects. A convenience sample of three case study projects is employed for empirical investigation. Power is determined to be the primary consideration in determining project realisation." @default.
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• W2276077434 date "2009-01-01" @default.
• W2276077434 modified "2023-09-27" @default.
• W2276077434 title "VALUES, POWER AND PERFORMANCE ON CONSTRUCTION PROJECTS: A PRELIMINARY INVESTIGATION" @default.
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