Comparative dynamics in remote and face-to-face construction project collaboration: A social psychology perspective
- Submitting institution
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University of Central Lancashire
- Unit of assessment
- 32 - Art and Design: History, Practice and Theory
- Output identifier
- 29058/26600
- Type
- T - Other
- DOI
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- Location
- University of Wolverhampton, UK; Hong Kong, China
- Brief description of type
- Multi-component output consisting of two connected conference proceedings
- Open access status
- Out of scope for open access requirements
- Month
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- Year
- 2018
- URL
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- Supplementary information
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- Request cross-referral to
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- Output has been delayed by COVID-19
- No
- COVID-19 affected output statement
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- Forensic science
- No
- Criminology
- No
- Interdisciplinary
- No
- Number of additional authors
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0
- Research group(s)
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- Proposed double-weighted
- No
- Reserve for an output with double weighting
- No
- Additional information
- In recent years, the construction industry has embraced the 4th industrial revolution and radically changed its practices and methods of project design and delivery. Project team collaboration has shifted from analogue, face-to-face interaction to digital and remote working environments. Digital tools and associated project processes have supported and led this shift, but what effect has this had on the culture of the project team and dynamics of multidisciplinary, collaborative design interaction? As the digital revolution becomes the norm in a post-covid world, a knowledge gap has emerged, requiring established techno-operational understanding of built environment projects to be appended by new knowledge about the human factors that influence its success.
This multi-component output contains the results of a project led by Barrett to observe teams collaborating on building projects, comparatively analysing those using traditional processes with those collaborating remotely and in virtual space in BIM (Building Information Modelling) environments. By applying psychological perspectives and methods, significant differences in relation to social hierarchy, motivation, reward, social climate and collective risk propensity were found. These factors were observed to have vital relevance on the nature and propensity for creativity in the design process. The research findings now provide new knowledge about project team collaboration in the form of explicit, qualitative characteristics of analogue vs. digital collaboration, which can inform and direct decision making in project team management. Quantitative findings using social network analysis of direction, prominence and centrality of group interactions have provided new knowledge and tools to visualise, recognise and predict exclusion and dominance of members of the project team in the two contrasting environments.
Findings were shared internationally and nationally at academic and industry conferences, webinars, organisational training, at the request of and with support from industry knowledge leaders such as the UK BIM Alliance and Women In BIM international network.
- Author contribution statement
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- Non-English
- No
- English abstract
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