Managing Change in Construction Projects

Sepani Senaratne, Senior Lecturer, Department of Building Economics, University of Moratuwa, Sri LankaResearch Director of the department research unit - Building Economics and Management Research Unit (BEMRU) and the leader of BEMRU research group on 'Knowledge management and Organisational Learning.' Main contact from University of Moratuwa for the institutional membership of CIB – (International Council for Research and Innovation in Building and Construction). Professor Martin Sexton, Director of Research, School of Construction Management and Engineering, University of Reading, UKDirector of Research for the School of Construction Management and Engineering. Leads the 'green innovation and transition management' research theme across the School. Joint Coordinator of the International Council for Research and Innovation in Building and Construction (CIB) Working Commission 65 (Organisation and Management of Construction). The CIB is the leading world wide network of approximately 7000 researchers in the built environment discipline with over forty working commissions. WC 65 is one of the CIB's largest groupings with around 150 members from 45 countries.

• About the Authors. Chapter 1 Introduction.1.1 Background.1.2 Need for the Investigation.1.3 Questions to Research.1.4 Summary and Link.Chapter 2 Key Issues from the Literature.2.1 Introduction.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.3.1 Introduction.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.4.1 Introduction.4.2 Case Study: Project A.4.3 Case Study: Project B.4.4 Summary and Link.Chapter 5 Cross-Case Analysis.5.1 Introduction.5.2 Contextual Factors of Change: P1 Discussion.5.3 Knowledge Properties During Change: P2 Discussion.5.4 Knowledge Identification and Utilisation DuringChange: P3 Discussion.5.5 Intra-Project Knowledge Creation During Change:P4 Discussion.5.6 Inter-Project Knowledge Transfer During Change:P5 Discussion.5.7 Summary and Link.Chapter 6 Conclusions.6.1 Introduction.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.References.Index.

“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)