Knowledge coordination in transnational engineering projects:a practice-based study

References

• Adenfelt, M., 2010. Exploring the performance of transnational projects: Shared knowledge, coordination and communication. International journal of project management, 28 (6), 529–538.
   Web of Science ®Google Scholar
• Ancona, D.G. and Caldwell, D.F., 1992. Bridging the boundary: External activity and performance in organizational teams. Administrative science quarterly, 37 (4), 634–665.
   Web of Science ®Google Scholar
• Bailey, D.E., Leonardi, P.M., and Chong, J., 2010. Minding the gaps: Understanding technology interdependence and coordination in knowledge work. Organization Science, 21 (3), 713–730.
   Web of Science ®Google Scholar
• Bathelt, H., and Turi, P., 2011. Local, global and virtual buzz: The importance of face-to-face contactin economic interaction and possibilities to go beyond. Geoforum, 42, 520–529.
   Web of Science ®Google Scholar
• Barley, S.R., 1990. The alignment of technology and structure through roles and networks. Administrative science quarterly, special Issue: technology, organizations, and innovation, 35 (1), 61–103.
   PubMed Web of Science ®Google Scholar
• Barley, S.R. and Kunda, G., 2001. Bringing work back in. Organization science, 12 (1), 76–95.
   Web of Science ®Google Scholar
• Bechky, B.A., 2006. Gaffers, gofers, and grips: Role-based coordinationin temporary organizations. Organization science, 17 (1), 3–21.
   Web of Science ®Google Scholar
• Bresnen, M., Goussevskaia, A., and Swan, J., 2005. Implementing change in construction project organizations: exploring the interplay between structure and agency. Building research & information, 33 (6), 547–560.
   Web of Science ®Google Scholar
• Bresnen, M., 2009. Living the dream? Understanding partneringas emergent practice. Construction management and economics, 27 (10), 923–933.
   Google Scholar
• Carlile, P.R., 2004. Transferring, translating, and transforming knowledge: An integrative framework for managing knowledge across boundaries. Organization science, 15 (5), 555–568.
   Web of Science ®Google Scholar
• Cicmil, S. and Gaggiotti, H., 2014. The slippery concept of culture in projects: Towards alternative theoretical possibilities embedded inproject practice. Engineering project organization journal, 4 (2–3), 134–146.
   Google Scholar
• Eisenhardt, K.M., 1989. Building theories from case study research. Academy of management review, 14 (4), 532–550.
   Web of Science ®Google Scholar
• Faraj, S. and Xiao, Y., 2006. Coordination in fast response organizations. Management science, 52 (8), 1155–1169.
   Web of Science ®Google Scholar
• Faulconbridge, J.R., 2006. Stretching tacit knowledge beyond a local fix? Global spaces of learning in advertising professional service firms. Journal of economic geography, 6, 517–540.
   Web of Science ®Google Scholar
• Feldman, M.S. and Orlikowski, W.J., 2011. Theorizing practice and practicing theory. Organization science, 22 (5), 1240–1253.
   Web of Science ®Google Scholar
• Galison, P., 1997. Image and logic: A material culture of microphysics. Chicago IL: The University of Chicago Press.
   Google Scholar
• Geertz, C., 1973. The interpretation of cultures. New York: Basic Books.
   Google Scholar
• Glaser, B. G. and Strauss, A. L., 1967. The discovery of grounded theory: Strategies for qualitative research. Chicago, IL: Aldine Publishing Company.
   Google Scholar
• Gluch, P., 2009. Unfolding roles and identities of professionals in construction projects: exploring the informality of practices. Construction management and economics, 27 (10), 959–968.
   Google Scholar
• Grabher, G., and Ibert, O., 2014. Distance as asset? Knowledge collaboration in hybrid virtual communities. Journal of economic geography, 14, 97–123.
   Web of Science ®Google Scholar
• Hargadon, A. B., 2003. How breakthroughs happen: The surprising truth about how companies innovate. Boston, MA: Harvard Business School Press
   Google Scholar
• Hargadon, A. and Sutton, R., 1997. Technology brokering and innovation in a product development firm. Administrative science quarterly, 42 (4), 716–749.
   Web of Science ®Google Scholar
• Harty 2008. Implementing innovation in construction: Contexts, relative boundedness and actor network theory. Construction management and economics, 26 (10), 1029–1041.
   Google Scholar
• Harty, C. and Whyte, J., 2010. Emerging hybrid practices in construction design work: Role of mixed media. Journal of construction engineering & management, special issue: governance and leadership challenges of global construction, 136 (4), 468–476.
   Web of Science ®Google Scholar
• Hosseini, M.R., and Chileshe, N., 2013. Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context. International journal of project management, 31 (8), 1101–1117.
   Web of Science ®Google Scholar
• Hosseini, M.R., et al., 2015. Adopting global virtual engineering teams in AEC Projects: A qualitative meta-analysis of innovation diffusion studies. Construction innovation, 15 (2), 151–179.
   Google Scholar
• Jarzabkowski, P.A., Lê, J.K., and Feldman, M.S., 2012. Creating coordinating mechanisms in practice. Organization science, 23 (4), 907–927.
   Web of Science ®Google Scholar
• Jarvenpaa, S.L., and Leidner, D.E., 1999. Communication and trust in global virtual teams. Organization science, 10, 791–815.
   Web of Science ®Google Scholar
• Kao, C.-C., Green, S.D., and Larsen, G.D., 2009. Emergent discourses of construction competitiveness: localized learning and embeddedness. Construction management and economics, 27 (10), 1005–1017.
   Google Scholar
• Kellogg, K.C., Orlikowski, W.J., and Yates, J., 2006. Life in the tradingzone: Structuring coordination across boundaries in post-bureaucraticorganizations. Organization science, 17 (1), 22–44.
   Web of Science ®Google Scholar
• Leonard-Barton, D., 1990. A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites. Organization science, 1 (3), 248–266.
   Google Scholar
• Leonardi, P.M., and Bailey, D.E., 2008. Transformational technologies and the creation of new work practices: Making implicit knowledge explicit in task based offshoring. MIS quarterly, 32 (2), 411–436.
   Web of Science ®Google Scholar
• Luck, R., 2010. Using objects to coordinate design activity in interaction. Construction management and economics, 28, 641–655.
   Google Scholar
• Luck, R., 2007. Using artefacts to mediate understanding in design conversations. Building research and information, 35 (1), 28–41.
   Web of Science ®Google Scholar
• Mahalingam, A. and Levitt, R.E., 2007. Institutional theory as a framework for analyzing conflict on global projects. Journal of construction engineering and management, 133 (7), 517–528.
   Web of Science ®Google Scholar
• Majchrzak, A., et al., 2000. Technology adaptation: The case of a computer-supported inter-organizational virtual team. MIS quarterly, 24 (4), 569–600.
   Web of Science ®Google Scholar
• Messner, J., 2008. Offshoring of engineering services in the construction industry. The offshoring of engineering: Facts, unknowns, and potential implications. Washington, DC: National Academies Press, 137–148.
   Google Scholar
• Meusburger, P., 2009. Spatial mobility of knowledge: A proposal for a more realistic communication model, disP. The planning review, 45 (177), 29–39.
   Web of Science ®Google Scholar
• Montoya-Weiss, M.M., Massey, A.P., and Song, M., 2001. Getting it together: Temporal coordination and conflict management in global virtual teams. Academy of management journal, 44 (6), 1251–1262.
   Web of Science ®Google Scholar
• Nayak, N., and Taylor, J., 2009. Offshore outsourcing in global design networks. Journal of management in engineering, 25 (4), 177–184.
   Web of Science ®Google Scholar
• Nicolini, D., 2011. Turning practically: Broadening the horizon. Journal of organizational change management, 24 (2), 164–174.
   Web of Science ®Google Scholar
• Nicolini, D., 2012. Practice theory, work and organization – An introduction. UK: Oxford University Pess
   Google Scholar
• Orr, J., 1996. Talking about machines: An ethnography of a modern job, Ithaca, NY and London, UK: IRL Press, an imprint of Cornell University Press.
   Google Scholar
• Pentland, B.T. and Feldman, M.S., 2005. Organizational routines as a unit of analysis. Industrial and corporate change, 14 (5), 793–815.
   Web of Science ®Google Scholar
• Poleacovschi, C., Javernick-Will, A., and Tong, T., 2017. The link between knowledge sharing connections and employee time savings: A social network analysis. Construction management and economics, Social networks in construction, 35 (8–9), 455–467.
   Web of Science ®Google Scholar
• Poole, M. S. and Van de Ven, A. H., 2004. Handbook of organizational change and innovation. New York: Oxford University Press
   Google Scholar
• Ramalingam, S., et al., 2014. Achieving reliability in transnational work on complex projects: New directions for research. Engineering project organization journal, 4 (4), 193–208.
   Google Scholar
• Sattineni, A., 2008. Outsourcing and off-shoring: Options for the US construction industry. International business & economics research journal (Iber), 7 (5), 59–65.
   Google Scholar
• Scott, W. R., 1965. Field methods in the study of organizations. In: G. M., James, ed. Handbook of Organizations Chicago, IL: Rand McNally, 261–304.
   Google Scholar
• Scott, W. R., 2002. Organizations: Rational, natural, and open systems, 5th ed. Upper Saddle River, NJ: Prentice Hall.
   Google Scholar
• Scott, W. R., Levitt R. E., and Orr, R. J., Eds., 2011. Global projects: Institutional and political challenges, Cambridge: Cambridge University Press.
   Google Scholar
• Spradley, J. R., 1979. The ethnographic interview. USA: Harcourt Brace Jovanovich College Publishers.
   Google Scholar
• Sproull, L. and Kiesler, S. B., 1991. Connections: New ways of working in the networked organization, Cambridge, MA, US: The MIT Press.
   Google Scholar
• Strauss, A. and Corbin, J., 1990. Basics of qualitative research: Grounded theory procedures and techniques, Newbury Park (CA): Sage.
   Google Scholar
• Styhre, A., Josephson, P., and Knauseder, I., 2004. Learning capabilities in organizational networks: Case studies of six construction projects. Construction management and economics, 22 (9), 957–966.
   Google Scholar
• Taylor, F. W., 1911. The principles of scientific management. Norwood Mass, MA: Plimpton Press.
   Google Scholar
• Tryggestad, K., Georg, S., and Hernes, T., 2010. Constructing buildings and design ambitions. Construction management and economics, 28, 695–705.
   Google Scholar
• Van de Ven, A. H., 2007. Engaged Scholarship: A Guide forOrganizational and Social Research. Oxford: Oxford University Press.
   Google Scholar
• Van de Ven, A. and Huber, G.P., 1990. Longitudinal field research methods for studying processes of organizational change. Organization science, 1 (3), 213–219.
   Web of Science ®Google Scholar
• Von Hippel, E., 1994. Sticky Information and the locus of problem solving: Implications for innovation. Management science, 40 (4), 429–439.
   Web of Science ®Google Scholar
• Willcocks, L.P., et al., 2011. Outsourcing and offshoring engineering projects: Understanding the value, sourcing models, and coordination practices. IEEE transactions on engineering management, 58 (4), 706–716.
   Web of Science ®Google Scholar
• Whyte, J.K., 2011. Managing digital coordination of design: Emerging hybrid practices in an institutionalized project setting. Engineering project organization journal, 1 (3), 159–168.
   Google Scholar
• Whyte, J. and Lobo, S., 2010. Coordination and control in project-based work: Digital objects and infrastructures for delivery. Construction management and economics, 28 (6), 557–567.
   Google Scholar
• Yin, R. K., 1984. Case study research: Design and methods. Beverly Hills, CA: Sage.
   Google Scholar