Journal
JOURNAL OF ENGINEERING DESIGN AND TECHNOLOGY
Volume 21, Issue 3, Pages 655-689Publisher
EMERALD GROUP PUBLISHING LTD
DOI: 10.1108/JEDT-12-2020-0507
Keywords
Commercial construction; Construction industry; Change management; Project rework; Joint contract tribunal; Design and build
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This study explores the main drivers of change in commercial construction projects through a combination of interpretivism and post-positivist approaches, and provides techniques for managing change to minimize adverse effects on project stakeholders.
Purpose This study aims to excoriate, define and delineate the main drivers of change in commercial construction projects and generate guidelines on how to minimise exposure to the associated adverse effects upon project stakeholders. Design/methodology/approach The research adopts mixed doctrines through a combination of epistemological lenses, embracing two primary philosophical stances: interpretivism, to identify the primary drivers of change based on a systematic literature review and a post-positivist, inductive approach to analyse the results of change within a Joint Contracts Tribunal (JCT) Design and Build (D&B) construction project case study. Findings The causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change; available resource; recoverable or non-recoverable; contract/project type; and type of client. Following this, the effects of change on key elements of the project are encapsulated and recommendations for adaptations which may provide improved experiences are offered. Originality/value The study tackles the common issue of managing the deleterious effects of change on commercial construction projects, defining management techniques to minimise stakeholder tribulation.
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