Abstract
AbstractThe architecture, engineering, and construction (AEC) industry is often criticized for its fragmented approach to project delivery. Traditional procurement and contracting intentionally serves to isolate designers from contractors to provide checks and balances, but limits opportunities for collaboration. This research presents a structural modeling approach to studying the role of integration in the performance of building construction projects. A sample data set of 204 completed projects was collected to compare cost, schedule, and quality performance under different delivery methods. Integration of project teams was proposed and tested in the form of two latent constructs—team integration and group cohesion—that mediate the link between delivery methods and performance. More integrated teams interacted with more participants from all levels of the building construction process, from designers to specialty trade contractors. These interactions included design charrettes, joint goal setting, and ...
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
