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Methodological strategies to gain insights into informality and emergence in construction project case studies

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  • Peter Barrett
  • Monty Sutrisna

Abstract

In investigating complex situations, such as construction projects, the case study approach has been considered reliable to capture rich information for the purpose of the investigation by allowing the investigators to retain the holistic and meaningful characteristics of real-life events. Subsequent to data capture, data analysis will take place according to the intended research methodology. However, there is a potential for certain information to be hidden within the data and diluted during this data analysis phase. In order to minimize this and to reveal informal aspects and freshly emerging themes from the case study data, it is proposed that there is great value in analysing case studies on various levels, through different phases using multiple methods. Examples of the outcomes of applying multiple analyses involving different approaches, such as grounded theory methodology, rich picture diagrams and cognitive mapping, to the same set of data from multiple case studies are presented and discussed. This application of multiple analyses to case study research of construction projects provides valuable insights by revealing informal aspects and stimulating the emergence of a fresh understanding of the processes and interactions among different stakeholders. From the findings, the limits of the formal management systems were revealed. Further, the limits of tacit understanding around an evolving shared vision for a project were found to be substantial dimensions in understanding construction projects in a more holistic way.

Suggested Citation

  • Peter Barrett & Monty Sutrisna, 2009. "Methodological strategies to gain insights into informality and emergence in construction project case studies," Construction Management and Economics, Taylor & Francis Journals, vol. 27(10), pages 935-948.
  • Handle: RePEc:taf:conmgt:v:27:y:2009:i:10:p:935-948
    DOI: 10.1080/01446190903273943
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    Cited by:

    1. Iyer K. Chandrashekhar & Banerjee Partha S., 2016. "Project ambidexterity: case of recovering schedule delay in a brownfield airport project in India," Organization, Technology and Management in Construction, Sciendo, vol. 8(1), pages 1464-1481, December.
    2. Iyer K. Chandrashekhar & Banerjee Partha S., 2019. "Identifying New Knowledge Areas to Strengthen the Project Management Institute (PMI) Framework," Organization, Technology and Management in Construction, Sciendo, vol. 11(1), pages 1892-1903, March.
    3. Alan Walsh & Peter Walker, 2021. "Re-Evaluating Megaproject Cost Overruns: Putting Changes Into Perspective," International Journal of Innovation and Economic Development, Inovatus Services Ltd., vol. 6(6), pages 19-29, February.

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