TY - JOUR
T1 - Analysis of effective project-based communication components within primary stakeholders in construction industry
AU - Safapour, Elnaz
AU - Kermanshachi, Sharareh
AU - Kamalirad, Shirin
N1 - Publisher Copyright:
© 2020, Emerald Publishing Limited.
PY - 2020
Y1 - 2020
N2 - Purpose: Effective internal communication facilitates the transfer of data and information among project parties throughout the execution of construction projects. It minimizes the distortion of data and major cost overruns and delays. The aim of this study was to determine main components of the project characteristics that affect quality of internal communication within owners, designers and contractors in construction projects. Design/methodology/approach: Project characteristics that significantly affect quality of internal communication were identified through existing literature. Forty case studies associated with national and international construction projects were gathered. Since data regarding other aspects of collected case studies, which were not included in the case study data, were required, a structured survey was developed and distributed to the primary stakeholders. The factor analysis method was adopted to determine the key components of effective internal communication. Findings: The results demonstrated that project targets, bureaucracy, location and coordination affect the quality of internal communication among owner entities. Additionally, design and technology, clarity of the project’s scope, resources, delivery, construction management and design management affect quality of internal communication within design entities. Qualified field labor, objectives, restrictions, material quality, equipment quality, availability of qualified project managers and equipment turnovers affect the quality of internal communication within contractors. Originality/value: The findings of this study help project managers evaluate the effectiveness of internal communication of a construction project during the early stages of the project. Additionally, the outcomes guide project managers to allocate sufficient resources to their projects and adopt proactive strategies which prevent/reduce miscommunications and their unintended consequences.
AB - Purpose: Effective internal communication facilitates the transfer of data and information among project parties throughout the execution of construction projects. It minimizes the distortion of data and major cost overruns and delays. The aim of this study was to determine main components of the project characteristics that affect quality of internal communication within owners, designers and contractors in construction projects. Design/methodology/approach: Project characteristics that significantly affect quality of internal communication were identified through existing literature. Forty case studies associated with national and international construction projects were gathered. Since data regarding other aspects of collected case studies, which were not included in the case study data, were required, a structured survey was developed and distributed to the primary stakeholders. The factor analysis method was adopted to determine the key components of effective internal communication. Findings: The results demonstrated that project targets, bureaucracy, location and coordination affect the quality of internal communication among owner entities. Additionally, design and technology, clarity of the project’s scope, resources, delivery, construction management and design management affect quality of internal communication within design entities. Qualified field labor, objectives, restrictions, material quality, equipment quality, availability of qualified project managers and equipment turnovers affect the quality of internal communication within contractors. Originality/value: The findings of this study help project managers evaluate the effectiveness of internal communication of a construction project during the early stages of the project. Additionally, the outcomes guide project managers to allocate sufficient resources to their projects and adopt proactive strategies which prevent/reduce miscommunications and their unintended consequences.
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U2 - 10.1108/BEPAM-02-2020-0026
DO - 10.1108/BEPAM-02-2020-0026
M3 - Article
AN - SCOPUS:85092279463
SN - 2044-124X
VL - 11
SP - 157
EP - 173
JO - Built Environment Project and Asset Management
JF - Built Environment Project and Asset Management
IS - 2
ER -