Dynamics of control in construction project teams

Construction Management and Economics

Volumn 28, Issue 2, 2010, Pages 189-202

  Tuuli, Martin Morgan ^a   Rowlinson, Steve ^b   Koh, Tas Yong ^b  

^a UNIVERSITY OF WESTMINSTER   (United Kingdom)

^b UNIVERSITY OF HONG KONG   (Hong Kong)

Author keywords

Empowerment; Formal control; Hong Kong; Informal control; Portfolio of control

Indexed keywords

CASE STUDY APPROACH; CONSTRUCTION PROJECT MANAGEMENT; CONSTRUCTION PROJECTS; CONTROL MECHANISM; CONTROL MODES; DEVICES AND SYSTEMS; FORMAL CONTROLS; HONG-KONG; INFORMAL CONTROLS; PERFORMATIVITY; PLANNING AND CONTROL; PRIMARY CONTROL; PROJECT ENVIRONMENT; PROJECT GOALS; PROJECT TEAM; QUALITATIVE RESEARCH;

CONSTRUCTION INDUSTRY; PLANNING;

PROJECT MANAGEMENT;

CONSTRUCTION INDUSTRY; EMPOWERMENT; HUMAN BEHAVIOR; HUMAN RESOURCE; IDEOLOGY; ORGANIZATIONAL FRAMEWORK; PROJECT MANAGEMENT;

CHINA; HONG KONG;

EID: 77950957794     PISSN: 01446193     EISSN: 1466433X     Source Type: Journal    
DOI: 10.1080/01446190903365657     Document Type: Article

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