Global Dimension of Robust Project Network Design
Publication: Journal of Construction Engineering and Management
Volume 136, Issue 4
Abstract
Managing the increased complexity, emerging uncertainties, and diversity of cultures on global projects is creating significant challenges for architecture, engineering, and construction firms. In global projects, differences in “institutions”—including language, beliefs, values, group norms, work practices, professional roles, industry organizations, and legal frameworks—among team members from different national backgrounds can lead to misunderstanding and conflicts that cause delays, increase costs, and reduce quality. Previous research has examined risk factors associated with international project execution. However, little research to date has explored whether reconfiguring project networks might mitigate such risks. Project organizational simulation tools have been combined with “robust design” experimental techniques to design robust project networks that can perform reliably in uncertain conditions. This paper extends project network design research to examine whether robust designs for given project networks differ between “domestic” and “global” projects, given differing organizational uncertainties. The results demonstrate that robust project network designs may differ for global project networks. This finding has significant implications for the design of project networks in an industry where firm participation in global project networks is increasing, both domestically and abroad.
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Acknowledgments
This material is based upon work supported by the National Science Foundation (Grant No. NSF0729253). Any opinions, findings, and conclusions or recommendations expressed in this material are those of the writer(s) and do not necessarily reflect the views of the National Science Foundation. The writers thank David Ortiz de Orue for providing the domestic simulation model and robust design results and Tamaki Horii for providing insights about how values and practices of U.S. and Japanese firms differ. Without these original case, simulation data, and findings from ethnographic research on global projects, this replication study would not have been possible.
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 136 • Issue 4 • April 2010
Pages: 442 - 451
Copyright
© 2010 ASCE.
History
Received: Jan 13, 2009
Accepted: Aug 21, 2009
Published online: Aug 26, 2009
Published in print: Apr 2010
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