Project Organizations as Social Networks
Publication: Journal of Construction Engineering and Management
Volume 136, Issue 4
Abstract
High-performance teams achieve outcomes that exceed the expectations of the project and often demonstrate unique or innovative approaches within a final solution. The foundation of this high performance is the ability to focus on the success of the team over individual objectives. However, the recognition of this emphasis is based on the establishment of professional trust and strong communications between the team members. The social network model of construction introduced a dual-focused approach to enhancing these elements and creating high-performance project teams. The approach emphasizes balancing both a traditional project management emphasis on efficiency of communications with a focus on the social factors that move the project team from efficient to effective. In this paper, the model is extended to present the results of four studies of organizations that are full-service engineering companies that also provide construction oversight services. The paper presents the results of these studies in terms of the social network model and the achievement of high performance in the project teams. Analytical and graphical results are presented based on social network analysis techniques to provide a multiperspective analysis of the project teams.
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 136 • Issue 4 • April 2010
Pages: 452 - 458
Copyright
© 2010 ASCE.
History
Received: Dec 21, 2008
Accepted: Oct 1, 2009
Published online: Oct 14, 2009
Published in print: Apr 2010
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