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|Title: ||Looking beyond process: human factors in team integration|
|Authors: ||Baiden, Bernard K.|
Price, Andrew D.F.
Dainty, Andrew R.J.
|Keywords: ||Human factors|
|Issue Date: ||2003|
|Publisher: ||© ARCOM / © the authors|
|Citation: ||BAIDEN, B.K., PRICE, A.D.F. and DAINTY, A.R.J., 2003. Looking beyond process: human factors in team integration. IN: Greenwood, D. (ed.), Proceedings 19th Annual ARCOM Conference, 3-5 September 2003, Brighton, UK. Association of Researchers in Construction Management, Vol. 1, pp.233–242|
|Abstract: ||The Accelerating Change report in 2002 highlighted the importance of team integration. Much previous research focussed on providing an integrated process for improved project delivery performance through the transfer, use and application of successful integration techniques, models and tools from other sectors and industries. This approach has still not been able to comprehensively integrate construction project teams hence the recent calls for teams to integrate in order to achieve acceptable performance. The definitions of team, teamwork, integration and integrated team are clearly set out. Teams comprise people and issues dealing with how they can be integrated must be considered in any effort to have them work together. Team performance still face barriers from the organization and the team and continues to contribute to an unsatisfactory product delivery to the client. The impact of the human factors on the performance of the team and consequently their contributory factors to project success that have not received much attention in the past can therefore be thoroughly researched as a further means to integrating the team for improved project delivery performance to the client’s satisfaction.|
|Publisher Link: ||http://www.arcom.ac.uk/-docs/proceedings/ar2003-233-242_Baiden_Price_and_Dainty.pdf|
|Appears in Collections:||Conference Papers (Civil and Building Engineering)|
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