PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Crucial role of efficient communication on construction projects progress, deliverables and conflicts reduction in the United Arab Emirates

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Podstawowa rola skutecznej komunikacji w projektach budowlanych postęp, realizacja i redukcja konfliktów w Zjednoczonych Emiratach Arabskich
Języki publikacji
EN
Abstrakty
EN
Communication in the construction sector is complex, especially in the design phase, that if not properly handled, can reduce productivity. This topic is best studied in the United Arab Emirates (UAE) due to diverse religion, ethnicity and nationalities. The research in this area is considerably increased due to the rapid construction growth during the last two decades. In this context, this research investigates the importance of communication in the construction sector, especially in the design phase. It also investigates project managers’ crucial role in utilizing communication referred to methods among their team members. A questionnaire survey was conducted where 146 respondents were collected and analysed using several statistical methods. Results revealed the importance of communication during the design stage. The most important channels of communication are those among the design team from different disciplines, then successively, consultant (site team) and contractor. The importance of best practices, such as hiring a coordinator between all design departments to reduce conflict and enhance communication, has been emphasized, and holding meetings is mostly the optimum method of communication.
PL
Komunikacja w sektorze budowlanym jest złożona, zwłaszcza w fazie projektowania, która, jeśli nie jest odpowiednio obsługiwana, może obniżyć produktywność. Ten temat najlepiej studiować w Zjednoczonych Emiratach Arabskich (ZEA) ze względu na zróżnicowaną religię, pochodzenie etniczne i narodowości. Badania w tym zakresie ulegają znacznemu nasileniu ze względu na szybki rozwój budownictwa w ostatnich dwóch dekadach. W tym kontekście badanie to bada znaczenie komunikacji w sektorze budowlanym, zwłaszcza na etapie projektowania. Bada również kluczową rolę kierowników projektów w wykorzystywaniu metod komunikacji między członkami zespołu. Przeprowadzono ankietę, w ramach której zebrano i przeanalizowano 146 respondentów za pomocą kilku metod statystycznych. Wyniki ujawniły znaczenie komunikacji na etapie projektowania. Najważniejszymi kanałami komunikacji są te pomiędzy zespołem projektowym z różnych dziedzin, a następnie kolejno konsultant (zespół roboczy) i wykonawca. Podkreślono znaczenie najlepszych praktyk, takich jak zatrudnienie koordynatora między wszystkimi działami projektowymi w celu ograniczenia konfliktów i usprawnienia komunikacji, a organizowanie spotkań jest przeważnie optymalną metodą komunikacji.
Rocznik
Strony
9--22
Opis fizyczny
Bibliogr. 30 poz., rys., tab.
Twórcy
  • RAK Research and Innovation Center (RAKRIC) , American University of Ras Al Khaimah, Ras Al Khaimah, United Arab Emirates
autor
  • Senior Project Architect-Construction Sector, Dubai, United Arab Emirates
  • Mechanical and Industrial Engineering Department, American University of Ras Al Khaimah, Ras Al Khaimah, United Arab Emirates
  • Mechanical Engineering Department, University of Jordan, Amman, Jordan
  • Mechanical and Industrial Engineering Department, American University of Ras Al Khaimah, Ras Al Khaimah, United Arab Emirates
  • Mechanical and Industrial Engineering Department, American University of Ras Al Khaimah, Ras Al Khaimah, United Arab Emirates
Bibliografia
  • 1.Aaltonen, K., Jaakko, K. and Tuomas, O., (2008). Stakeholder salience in global projects. International Journal of Project Management, 26(5), 509-516.
  • 2.Affare, M., An assessment of project communication management on construction projects in Ghana (Thesis). (2012, September).
  • 3.Ali Khan, A. A. N., Singh, J. S. K., Kaur, D. and Arumugam, T., (2020). The Success of Construction Projects: Empirical Evidence from the United Arab Emirates. Global Business & Management Research, 12(3), 47-59.
  • 4.Al-Momani, A. H., (2000). Construction delay: a quantitative analysis. International Journal of Project Management, 18(1), 51-59.
  • 5.Assaf, S. A., Al-Hejji, S., (2006). Causes of delay in large construction projects. International Journal of Project Management, 24(4), 349-357.
  • 6.Chahrour, R., Hafeez, M. A., Ahmad, A. M., Sulieman, H. I., Dawood, H., RodriguezTrejo, S., Kassem, M., Naji, K. K. and Dawood, N., (2020). Cost-benefit analysis of BIM-enabled design clash detection and resolution. Construction Management and Economics, 39(1), 55-72.
  • 7.Diallo, A., Thuillier, D., (2005). The success of international development projects, trust and communication: an African perspective. International Journal of Project Management, 23(3), 237-252.
  • 8.Duy Nguyen, L., Ogunlana, S. O. and Thi Xuan Lan, D., (2004). A study on project success factors in large construction projects in Vietnam. Engineering, Construction and Architectural Management, 11(6), 404-413.
  • 9.Gunduz, M., Yahya, A. M. A., (2018). Analysis of project success factors in construction industry. Technological and Economic Development of Economy, 24(1), 67-80.
  • 10.Hossain, L., (2009). Communications and coordination in construction projects. Construction Management and Economics, 27(1), 25-39.
  • 11.Li, T. H. Y., Ng, S. T. and Skitmore, M., (2012). Conflict or consensus: An investigation of stakeholder concerns during the participation process of major infrastructure and construction projects in Hong Kong. Habitat International, 36(2), 333-342.
  • 12.Lin, Y. C., Jung, S. and Su, Y. C., (2019). Construction Database-Supported and BIMBased Interface Communication and Management: A Pilot Project. Advances in Civil Engineering, 2019, 1-12.
  • 13.Loučanová, E., Olšiaková, M., (2016). Open innovation system in e-business with inbound marketing and logistic using. International Scientific Journal about Logistics, 3(3), 15-19.
  • 14.Maqsoom, A., Mughees, A., Safdar, U., Afsar, B. and Badar ul Ali, Z., (2018). Intrinsic psychosocial stressors and construction worker productivity: impact of employee age and industry experience. Economic research-Ekonomska istraživanja, 31(1), 1880-1902.
  • 15.Mitkus, S., Mitkus, T., (2014). Causes of Conflicts in a Construction Industry: A Communicational Approach. Procedia - Social and Behavioural Sciences, 110, 777-786.
  • 16.Müller, R., Turner, J. R., (2005). The impact of principal–agent relationship and contract type on communication between project owner and manager. International Journal of Project Management, 23(5), 398-403.
  • 17.Nørkjaer Gade, P., Nørkjaer Gade, A., Otrel-Cass, K. and Svidt, K., (2018). A holistic analysis of a BIM-mediated building design process using activity theory. Construction Management and Economics, 37(6), 336-350.
  • 18.Ogunbayo, O., (2013). Conflict Management in Nigerian Construction Industry: Project Managers’ View. Journal of Emerging Trends in Economics and Management Sciences (JETEMS), 4(2), 140-146.
  • 19.Park, J.-G., Lee, J., (2014). Knowledge sharing in information systems development projects: Explicating the role of dependence and trust. International Journal of Project Management, 32(1), 153-165.
  • 20.Pundzienė, A., Alonderienė, R. and Buožiūtė, S., (2007). Managers’ change communication competence links with the success of the organisational change. Inžinerinė ekonomika, (4), 61-69.
  • 21.Safapour, E., Kermanshachi, S., Nipa, T. J. and Kamalirad, S., (2019, June). Investigation of Conflict Impacts on Engineering, Procurement, and Construction Schedule Performance. CSCE Annual Conference, Laval, Canada.
  • 22.Shao, J., Müller, R., (2011). The development of constructs of program context and program success: A qualitative study. International Journal of Project Management, 29(8), 947–959.
  • 23.Shen, W., Zhang, X., Qiping Shen, G. and Fernando, T., (2013). The User Pre-Occupancy Evaluation Method in designer-client communication in early design stage: A case study. Automation in Construction, 32, 112-124.
  • 24.Spillane, J., Oyedele, L. O., (2013). Strategies for effective management of health and safety in confined site construction. Construction Economics and Building, 13(4), 50-64.
  • 25.Toor, S.-R., Ogunlana, S. O., (2008). Critical COMs of success in large-scale construction projects: Evidence from Thailand construction industry. International Journal of Project Management, 26(4), 420-430.
  • 26.Vaux, J. S., Kirk, W. M., (2018). Relationship Conflict in Construction Management: Performance and Productivity Problem. Journal of Construction Engineering and Management, 144(6), 04018032.
  • 27.Wang, G., Wang, P., Cao, D. and Luo, X., (2020). Predicting behavioural resistance to BIM implementation in construction projects: an empirical study integrating technology acceptance model and equity theory. Journal of Civil Engineering and Management, 26(7), 651-665.
  • 28.Wu, G., Liu, C., Zhao, X. and Zuo, J., (2017). Investigating the relationship between communication-conflict interaction and project success among construction project teams. International Journal of Project Management, 35(8), 1466-1482.
  • 29.Yu, A. T., Shen, Q., Kelly, J. and Hunter, K., (2006). Investigation of critical success factors in construction project briefing by way of content analysis. Journal of Construction Engineering and Management, 132(11), 1178-1186.
  • 30.Zulch, B., (2016). A proposed model for construction project management communication in the South African construction industry. Acta Structilia, 23(1), 1-35.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-847352e1-ce73-482c-9997-98578039251b
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.