Chapter 1 Introduction.
1.2 Need for the Investigation.
1.3 Questions to Research.
1.4 Summary and Link.
Chapter 2 Key Issues from the Literature.
2.2 Construction Project Environment.
2.3 Construction Project Change Management.
2.4 Knowledge Management Perspective.
2.5 Role of Knowledge During Reactive Change Process.
2.6 Towards a Knowledge-Based Reactive Change Process.
2.7 Summary and Link.
Chapter 3 Research Methodology.
3.2 Case Study Research Design.
3.3 Data Collection Process.
3.4 Data Analysis Process.
3.5 Summary and Link.
Chapter 4 Case Study Results.
4.2 Case Study: Project A.
4.3 Case Study: Project B.
4.4 Summary and Link.
Chapter 5 Cross-Case Analysis.
5.2 Contextual Factors of Change: P1 Discussion.
5.3 Knowledge Properties During Change: P2 Discussion.
5.4 Knowledge Identification and Utilisation During
Change: P3 Discussion.
5.5 Intra-Project Knowledge Creation During Change:
5.6 Inter-Project Knowledge Transfer During Change:
5.7 Summary and Link.
Chapter 6 Conclusions.
6.2 Summary of Propositions.
6.3 Comment on the Conceptual Model.
6.4 Conclusions about the Overall Research Problem.
6.5 Implications for Theory.
6.6 Implications for Practice.
Appendix A Interview Guidelines.
Appendix B Example of an Interview Transcript.
Appendix C Comparison Between Propositions and Codes.
“Managing Change in Construction Projects is a book that seems not to know its purpose. It is a beautifully written research publication, but one that presents in the style of a PhD or major research project, and seems well described by the abstract for the first author’s thesis, although no such acknowledgement or reference is givens.” (Construction Management and Economics, 1 February 2012)
"This volume will appeal to advanced students of management theory and high level planners in the building industry." (Book News, 1 March 2011)
• presents new theoretical models and offers practical guidelines
• first research-based book to directly address project change from a knowledge-based perspective
• draws on detailed studies with construction companies, including Ballast Construction and Kier Construction.
• encourages a move from the information driven, process integrated approach to a knowledge-based view