The impact of construction organisations’ learning capabilities on collaborative projects

Chen, Le, Manley, Karen, & Lewis, Joanne (2013) The impact of construction organisations’ learning capabilities on collaborative projects. In Kajewski, Stephen, Manley, Karen, & Hampson, Keith (Eds.) Proceedings of the 19th International CIB World Building Congress, Queensland University of Technology, Brisbane Convention & Exhibition Centre, Brisbane, QLD.

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Abstract

Dynamic capability theory asserts that the learning capabilities of construction organisations influence the degree to which value-for-money (VfM) is achieved on collaborative projects. However, there has been little study conducted to verify this relationship. The evidence is particularly limited within the empirical context of infrastructure delivery in Australia. Primarily drawing on the theoretical perspectives of the resource-based view of the firm (e.g. Barney 1991), dynamic capabilities (e.g. Helfat et al. 2007), absorptive capacity (e.g. Lane et al. 2006) and knowledge management (e.g. Nonaka 1994), this paper conceptualises learning capability as a knowledge-based dynamic capability. Learning capability builds on the micro-foundations of high-order learning routines, which are deliberately developed by construction organisations for managing collaborative projects. Based on this conceptualisation of learning capability, an exploratory case study was conducted. The study investigated the operational and higher-order learning routines adopted by a project alliance team to successfully achieve VfM. The case study demonstrated that the learning routines of the alliance project were developed and modified by the continual joint learning activities of participant organisations. Project-level learning routines were found to significantly influence the development of organisational-level learning routines. In turn, the learning outcomes generated from the alliance project appeared to significantly influence the development of project management routines and contractual arrangements applied by the participant organisations in subsequent collaborative projects. The case study findings imply that the higher-order learning routines that underpin the learning capability of construction organisations have the potential to influence the VfM achieved on both current and future collaborative projects.

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ID Code: 59857
Item Type: Conference Paper
Refereed: Yes
Additional URLs:
Keywords: Learning capability, learning routines, collaborative projects, value for money, collaborative projects, Proceedings of the 19th International CIB World Building Congress, Brisbane 2013: Construction and Society
ISBN: 9780987554208
Subjects: Australian and New Zealand Standard Research Classification > BUILT ENVIRONMENT AND DESIGN (120000) > BUILDING (120200) > Building Construction Management and Project Planning (120201)
Divisions: Current > Schools > School of Civil Engineering & Built Environment
Current > QUT Faculties and Divisions > Science & Engineering Faculty
Funding:
Copyright Owner: Copyright 2013 The authors and/or their employers
Deposited On: 12 May 2013 23:44
Last Modified: 07 Sep 2016 07:51

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