research paper on construction project management pdf

Strategizing and Project Management in Construction Projects: An Exploratory Literature Review

10th Nordic Conference on Construction Economics and Organization

eISBN : 978-1-83867-051-1

ISSN : 2516-2853

Publication date: 1 May 2019

The study aims to investigate the concept of strategy-as-practice in construction management literature has been investigated. The focus is on the link between strategizing practices and project management.

Design/Methodology/Approach

An exploratory literature review is carried out based on fifteen journal articles on strategizing practices in the construction industry.

The analysis shows how strategy-as-practice questions and contradicts project management practices as depicted in the dominant deterministic perspective. Strategy-as-practice has a focus on reacting and adapting to a chaotic and changing environment, while project management is concerned with creating and maintaining a stable working environment. The findings point to the necessity of considering the organizational and institutional context of project management practices, and hence the values the strategy-as-practice lens, when considering new avenues for improving the industry.

Research Limitations/Implications

As the study is based on an exploratory literature review of only 15 articles, generalizations should be made with caution. The identified literature is restricted by search words and choice of database.

Practical Implications

The differences between strategizing and project management practices are very clear, and a focus on both may offer insights into how the construction industry could improve its productivity by developing more robust management practices.

Originality/Value

The paper illustrates the benefit of applying a strategizing perspective, which hitherto has been under-investigated in construction management research.

• Construction industry
• Project management
• Project-based organization
• Strategizing
• Strategy as Practice

Klitgaard, A. and Gottlieb, S.C. (2019), "Strategizing and Project Management in Construction Projects: An Exploratory Literature Review", Lill, I. and Witt, E. (Ed.) 10th Nordic Conference on Construction Economics and Organization ( Emerald Reach Proceedings Series, Vol. 2 ), Emerald Publishing Limited, Leeds, pp. 253-258. https://doi.org/10.1108/S2516-285320190000002040

Emerald Publishing Limited

Copyright © 2019, Anne Klitgaard, Stefan Christoffer Gottlieb.

Published in the Emerald Reach Proceedings Series. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

Project management (PM) has traditionally been dominated by a deterministic perspective, which implies the possibility of planning, managing and controlling the construction project phenomena ( Padalkar and Gopinath, 2016 ). Clear roles and responsibilities of the project actors are regarded as the way to ensure efficiency in collaboration ( Gustavsson and Gohary, 2012 ). This approach to PM overlooks how projects exist in an external environment ( Kreiner, 1996 ), which is constantly changing and influencing the original intentions and aims of the projects. While this is no longer a new or controversial insight, we see the deterministic approach as a so-called dominant logic ( Bettis and Prahalad, 1995 ) that still is the norm in the construction industry.

Recently, the focus has shifted toward trying to create a better understanding of the contextual factors that shape projects and project practices. This includes also non-deterministic and explanatory approaches focusing on, e.g. project uncertainty, governance and project portfolio management ( Padalkar and Gopinath, 2016 ).

One such theory or approach is that of strategy-as-practice (SAP). The traditional definition of strategy assumes that a strategy is something organizations own or have, argues Johnson et al. (2007) , and stresses that in the SAP perspective, strategy is something people do. In SAP, strategizing (or doing strategy as practice) “comprises those actions, interactions and negotiations of multiple actors and the situated practices that they draw upon in accomplishing that activity” ( Jarzabkowski and Spee., 2009 : 70). With this turn toward practice, research into strategy shifts from a focus on the firm and why strategy is needed, to a concern for people and how they achieve the wanted strategy ( Johnson et al., 2007 ).

Drawing on practice perspective, Söderholm) (2008 : 81) argues that PM can be seen as an on-going social accomplishment or “everyday struggle to keep projects on track and on schedule” within a given context and that this can shed new light on situations that are nrmally not include in PM models.

While SAP is a well-established perspective in business management research, it is less used in construction management. On this basis, we ask

(RQ1) How is SAP and the role of context treated in the construction management literature?

(RQ2) How can SAP contribute to project management in construction?

The paper is based on an exploratory literature review. The literature search was conducted in the EBSCO database Business Source Complete, which covers all disciplines of business. A two-block “free text” search was conducted with a limitation to peer-reviewed journals. The first block containing the phenomena of interest represented by the search words “strategizing” and “strategy-as-practice” (722 hits). Another context block was created using the search words ”construction industry” (12,521 hits). A combination of blocks one and two gave seven articles; this was reduced to five articles by removing copies.

The first block was combined with another block containing the search query “project management” (14,662 hits), which gave ten combined hits. Eight of these were concerned with the construction industry, bringing the total of articles up to thirteen articles. In a final quality control of the search, two additional articles were found that were added to the sample, bringing it up to a total of 15 articles.

This search will at a later stage be extended with a snowballing search back and forth Löwstedt et al. (2018) “Doing strategy in project-based organizations: Actors and patterns of action”, which puts emphasis on the relation between strategizing and project management.

3. Analysis and Findings

3.1. strategy as practice and the project-based construction industry (rq1).

The final result of 15 articles in the search indicates a relatively low interest from the construction industry in the SAP concept. With one exception, all the empirical articles were written within the last six years, indicating a growing interest in the concept.

We divided the articles into two groups comprising empirical articles (11) and theoretical articles (4). The empirical articles were then further divided into three categories depending on the context in which strategizing took place (see Table 1 ).

The empirical articles, the terms in the brackets are the authors’ interpretation

The literature illustrates an interest in the difference between the practice of project managing and strategizing as the two practices are difficult to combine owing to their different focus.

In the theoretical articles, Clegg et al. (2018) set out to provide an agenda for further practice-based research in project portfolio management. Biesenthal et al . (2018) suggest a value in studying the institutional differences in megaproject and doing this by “taking a cue” from the strategy-as-practice approach. Flood and Issa (2010) suggest that the research practitioner should use strategizing as a step in developing an empirical model. Finally, the use of sensemaking, to create scenarios and narratives as a mean of strategizing, is addressed by ( Wright, 2005 ). He stresses that practitioners working at the periphery of the firm (project manager) tend to construct their strategy by induction rather than the rational strategists at the center of the firm.

This is an indication of how the project can shape the strategizing process of project managers. Several of the empirical articles also discuss the role of the firm. Sage et al. (2012) note in their study (on lean construction strategizing) that concepts are continuously translated and transformed during their journey through different contextual settings – and so are people. A group of practitioners working mainly in the firm will thus be working under the influence of the organizational context of the firm, while the practitioners working in projects will be working under the institutional influence of both the firm and the project.

Also, Löwsted et al. (2018) and Koch et al. (2015) discuss how “project actualities” and “nature of the situated practices which surround” operational strategizing afford project actors’ legitimacy and shape practices. Their findings suggest that the traditional PM focusses on principles of project fulfillment, and a narrow focus on how the project performs according to these, is insufficient and can benefit from a more nuanced perspective of the contextual factors that influence project practices. This is also noted by Vit (2011 ) who suggests that technical rationality is overridden in certain contexts. Davies et al. (2016) illustrate how specific dynamic capabilities, including strategic behaviors and collaborative processes, that are required to deliver complex projects, are based on the ability to balance routine and innovative action in changing and uncertain project environments.

3.2. SAP and a new understanding of project management (RQ2)

The SAP perspective may thus also offer some insights into the opportunities for building construction project teams. In SAP, practitioners are those involved in doing strategy. The strategy practitioner may refer to an individual or a group of individuals ( Jarzabkowski and Spee, 2009 ). This group of practitioners will often be joined in communities of actors or project teams. As Baiden et al. (2006) argue, a failure to collaborate effectively in the project teams has been seen as a major cause behind the productivity issue, stressing the need for effective PM.

In the construction industry, a belief in clearly planned and defined project roles and responsibilities as a basis for PM exists. This is, however, contrary to Whittington et al. ’s (2006) claim that strategizing and organizing run together as a smooth simultaneous activity.

The industry needs to ask itself if the deterministic PM approach focusing on stability could cause a loss of opportunity to develop practices toward better productivity. One way to address this issue may be with the introduction of new organization forms in guise of, e.g. integrated project delivery or strategic partnerships ( Gottlieb et al. , 2018 ).

Another approach is that of knotworking, a new form of collaboration which shows promising results ( Buhl et al . 2017 ). Results, which offer a more fluid, approach to the matter. Finally, a developing practice, which may link PM and strategizing, is the use of facilitation for changing existing routines to develop practices ( Klitgaard et al ., 2017 )

4. Conclusions

In this paper, we investigated the link between strategizing practices and project management practices. This literature study shows that the role of SAP in the construction industry is an area of increasing interest and that the literature is sensitive to the practioners’ double obligation; toward their firm and toward the project in which they are involved.

The dominant logic concept suggests that awareness of the primary perspective on practice is necessary. It seems that as long as the determinisitic approach toward PM is so dominant in the industry, it may hinder strategizing practices. Strategizing and project management practice are clearly distinct practices although there is a clear co-dependency between them. We argue that a focus on both may offer insights into how the construction industry could improve its productivity by developing more robust management practices.

This literature study is based on a limited number of articles so further studies are necessary.

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Bettis, and Prahalad, 1995 Bettis , R. A. and Prahalad , C. K. ( 1995 ), “ The Dominant Logic: Retrospective and Extension ”, Strategic Management Journal , Vol. 16 , No. 1 , pp. 5 – 14 .

Bhattacharya, Momaya, and Iyer, 2012 Bhattacharya , S. , Momaya , K. S. and Iyer , K. C. ( 2012 ), “ Strategic Change for Growth: A Case of Construction Company in India ”, Global Journal of Flexible Systems Management . Vol. 13 , No 4 , pp. 195 – 205 .

Biesenthal, Clegg, Mahalingam, Sankaran, 2018 Biesenthal , C. , Clegg , S. , Mahalingam , A. , Sankaran , S. , ( 2018 ), “ Applying institutional theories to managing megaprojects ”, International Journal of Project Management , Vol. 36 , No. 1 , pp. 43 – 54 .

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Clegg, Killen, Biesenthal, and Sankaran, 2018 Clegg , S. , Killen , C. P. , Biesenthal , C. and Sankaran , S. , ( 2018 ), “ Practices, projects and portfolios: Current research trends and new directions ”, International Journal of Project Management , Vol. 36 , No. 5 , pp. 762 – 772 .

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Flood, and Issa, 2010 Flood , I. and Issa , R. R. A. ( 2010 ), “ Empirical Modeling Methodologies for Construction ”, Journal of Construction Engineering & Management , Vol. 136 , No. 1 , pp. 36 – 48 .

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Gustavsson, and Gohary, 2012 Gustavsson , T. K. and Gohary , H. ( 2012 ), “ Boundary action in construction projects: new collaborative project practices ”, International Journal of Managing Projects in Business , Vol. 5 , No. 3 , pp. 364 – 376 .

Jarzabkowski, and Spee, 2009 Jarzabkowski , P. and Spee , A. P. ( 2009 ) “ Strategy-as-practice: A review and future directions for the field ”, International Journal of Management Reviews , Vol. 11 , No. 1 , pp. 69 – 95 .

Johnson, Langley, Melin, and Whittington, 2007 Johnson , G. , Langley , A. , Melin , L. and Whittington , R. ( 2007 ), Strategy as Practice – Research Directions and Resources , Cambridge University Press .

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Klitgaard, Beck, Andersen, Jeppesen, Nissen, and Buhl, 2017 Klitgaard , A. , Beck , F. , Andersen , M. , Jeppesen , R. D. , Nissen , S. B. , and Buhl , H. ( 2017 ). “Towards the use of knotworking for increasing innovation in construction projects In: Chan , P. W. (Ed.) and Neilson , C. J. (Ed.), Proceedings 33rd Annual ARCOM Conference, 4-6 September 2017, Fitzwilliam College, Cambridge, UK. Association of Researchers in Construction Management, 420 – 429 .

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Löwstedt, Räisänen, and Leiringer, 2018 Löwstedt , M. , Räisänen , C. and Leiringer , R. ( 2018 ). “ Doing strategy in project-based organizations: Actors and patterns of action ”, International Journal of Project Management , Vol. 36 , No. 6 , pp. 889 – 898 .

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Dear Colleagues,

The construction industry makes a significant contribution to the global economy. The output of the global construction industry was over USD 10.7 trillion in 2020; approximately 13% of the global gross domestic product. However, it is still the second least digitalised sector in the world, with productivity stagnating around 2%. Construction projects require the coordination of many specialists and suppliers of products, components, and sub-elements to construct a building or a structure. Therefore, effective management of construction projects is essential to ensure timely completion that meets quality standards within the prescribed scope and budget. Furthermore, assuring sustainability is crucial to reduce the impact of construction on the environment. The construction industry is also affected by globalisation and increasing susceptability to disasters highlighting the need for resilience in the industry, especially after global pandemics and natural disasters.

Digitalisation and industrialisation pave the way to solve or mitigate numerous issues in the construction industry by transforming business operations, improving productivity and safety, ensuring quality and compliance to standards, increasing sustainability, among others. It is imperative for project managers and other construction stakeholders to be digitally oriented.

This article collection in construction and project management aims to explore advances in digital, sustainable, and industrialised construction solutions for prevalent issues in construction and project management. It will also investigate the impacts of globalisation and the need for resilience in the construction industry. Potential research topics include, but are not limited to, applications of blockchain technology, Building Information Modelling (BIM), the Internet of Things (IoT), Design for Manufacture and Assembly (DfMA), industrialised construction, circular economy, sustainable construction, building resilience and safety in the construction industry, and impacts of globalisation.

Prof. Dr. Srinath Perera Prof. Dr. Albert P. C. Chan Prof. Dr. Dilanthi Amaratunga Prof. Dr. Makarand Hastak Prof. Dr. Patrizia Lombardi Dr. Sepani Senaratne Dr. Xiaohua Jin Dr. Anil Sawhney Topic Editors

Construction project management – construction management, productivity and scheduling; risk management; lean construction; stakeholder management; procurement; quality management; Infrastructure management, profitability and International construction, globalisation

Digitalisation – Building Information Modeling (BIM); blockchain and smart contracts; Artificial Intelligence (AI), Machine Learning (ML) and Deep Learning (DL); barriers and challenges; Big data and data analytics; cloud computing; enterprise systems; Virtual Reality (VR), Augmented Reality (AR), and Digital twin; multicriteria spatial decision support systems (GIS-based)

Industrialisation – automation; robotics; offsite construction; Industrialisation 4.0; 3D printing; drones; Internet of Things (IoT) and sensors; smart cities; supply chain management; Design for Manufacture and Assembly (DfMA)

Sustainability – waste management; life cycle carbon management; environment sustainability; social sustainability; circular economy; energy management; green buildings; climate change

Resilience – disaster management, building resilience, improving social, environmental and economic resilience

Health & Safety – occupational health and safety; environmental hazards; toxic waste; risk assessment (including hazard prevention, control and management); human factors and machine interaction; mental health; disability management

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Project management: Recent developments and research opportunities

• Published: 16 June 2012
• Volume 21 , pages 129–143, ( 2012 )

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• Nicholas G. Hall 1  

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This paper studies the business process known as project management. This process has exhibited a remarkable growth in business interest over the last 15 years, as demonstrated by a 1000% increase in membership in the Project Management Institute since 1996. This growth is largely attributable to the emergence of many new diverse business applications that can be successfully managed as projects. The new applications for project management include IT implementations, research and development, new product and service development, corporate change management, and software development. The characteristics of modern projects are typically very different from those of traditional projects such as construction and engineering, which necessitates the development of new project management techniques. We discuss these recent practical developments. The history of project management methodology is reviewed, from CPM and PERT to the influential modern directions of critical chain project management and agile methods. We identify one important application area for future methodological change as new product and service development. A list of specific research topics within project management is discussed. The conclusions suggest the existence of significant research opportunities within project management.

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Nicholas G. Hall is Professor of Management Sciences in the Fisher College of Business at The Ohio State University. He holds B.A., M.A. degrees in economics from the University of Cambridge, a professional qualification in accounting, and a Ph.D. (1986) from the University of California at Berkeley. His main research interests are in tactical operations issues, especially project management, scheduling and pricing, public policy and sports management problems. He is the author of over 70 refereed publications, and has given over 260 academic presentations, including 88 invited presentations in 20 countries, 6 conference keynote presentations and 6 INFORMS tutorials. A 2008 citation study ranked him 13th among 1,376 scholars in the operations management field. He is a Fellow of the Institute for Decision Making under Uncertainty of the Chinese Academy of Sciences. He won the Faculty Outstanding Research Award of the Fisher College of Business in 1998 and 2005.

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Hall, N.G. Project management: Recent developments and research opportunities. J. Syst. Sci. Syst. Eng. 21 , 129–143 (2012). https://doi.org/10.1007/s11518-012-5190-5

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Published : 16 June 2012

Issue Date : June 2012

DOI : https://doi.org/10.1007/s11518-012-5190-5

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• DOI: 10.55248/gengpi.5.0724.1615
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