Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 263171
Loughborough University

Loughborough University Institutional Repository

Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/6655

Title: Control modes and mechanisms in construction project teams: drivers and consequences
Authors: Tuuli, Martin Morgan
Rowlinson, Steve
Koh, Tas Yong
Keywords: Empowerment
Drivers of control
Hong Kong
Consequences of control
Portfolio of control
Issue Date: 2010
Publisher: Routledge (© Taylor & Francis)
Citation: TUULI, M.M., ROWLINSON, S. and KOH, T.Y., 2010. Control modes and mechanisms in construction project teams: drivers and consequences. Construction Management and Economics, 28 (5), pp. 451 – 465.
Abstract: Control is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment-control incompatibility thesis, the broader question of whether control is predominantly 'controlling' or rather supportive in work environments is addressed. Drivers and consequences of control modes and mechanisms in five project teams involved in two ongoing construction projects in Hong Kong are explored. As an interpretive and exploratory study, a qualitative research design and the case study approach in particular was appropriate. Framework, category formation and cross-case analysis techniques were employed to analyse data collected through documentary analysis, passive observations and semi-structured face-to-face interviews. The exercise of control is driven by a range of factors emanating from the individual-, team-, organization- and project-level. Control modes and mechanisms also have performance-related consequences for individuals, teams and organizations and are predominantly attributable to self-based control mechanisms. Preliminary evidence of the important link between self-control/empowerment and performance is therefore provided which is instructive for the performance improvement agenda in the construction industry.
Description: This is an electronic version of an article that was accepted for publication in the journal, Construction Management and Economics [© Taylor & Francis] and the definitive version is available at: http://dx.doi.org/10.1080/01446191003702500
Version: Accepted for publication
DOI: 10.1080/01446191003702500
URI: https://dspace.lboro.ac.uk/2134/6655
Publisher Link: http://dx.doi.org/10.1080/01446191003702500
ISSN: 0144-6193
Appears in Collections:Published Articles (Civil and Building Engineering)

Files associated with this item:

File Description SizeFormat
Tuuli 3.pdf173.82 kBAdobe PDFView/Open


SFX Query

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.