Technical Papers
Jul 25, 2018

How to Improve Interface Management Behaviors in EPC Projects: Roles of Formal Practices and Social Norms

Publication: Journal of Management in Engineering
Volume 34, Issue 6

Abstract

Interface management (IM) has emerged as an effective strategy to reduce interface-related issues and risks by facilitating communication and coordination among diverse parties, particularly in engineering, procurement, and construction (EPC) projects. This study developed and tested a theoretical model to investigate how formal IM practices, social norms (i.e., management norms and project norms regarding IM), and personal attitudes interactively affect individuals’ IM behaviors. The results show that an individual’s IM behaviors are directly driven not only by formal IM practices but also by management and project norms regarding IM. Additionally, formal IM practices have significantly positive effects on management norms, project norms, and personal attitudes toward IM. The findings of this research contribute to the IM body of knowledge by offering insights into the relationships among interface participants’ IM behaviors, formal IM practices, social norms, and personal attitudes in EPC projects. Understanding these in-depth underlying relationships can help to develop effective strategies (e.g., developing and maintaining favorable management and project norms) for motivating and supporting IM behaviors.

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Acknowledgments

The present study was supported by the National Natural Science Foundation of China (Grant 51579135, 51379104, and 51079070), State Key Laboratory of Hydroscience and Engineering (Grant 2013-KY-5, 2015-KY-5), the Major Science and Technology Research Project of Power China (Grant DJ-ZDZX-2015-01-02, DJ-ZDZX-2015-01-07), and the Chinese Scholarship Council. The authors are grateful to the editor and reviewers for providing valuable suggestions to improve the paper. The authors would like to thank the respondents for their efforts in the survey.

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Journal of Management in Engineering
Volume 34Issue 6November 2018

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Received: Oct 2, 2017
Accepted: Mar 8, 2018
Published online: Jul 25, 2018
Published in print: Nov 1, 2018
Discussion open until: Dec 25, 2018

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Wenxin Shen, S.M.ASCE [email protected]
Ph.D. Candidate, Institute of Project Management and Construction Technology, State Key Laboratory of Hydroscience and Engineering, Tsinghua Univ., Beijing 100084, China. Email: [email protected]
Byungjoo Choi, S.M.ASCE [email protected]
Ph.D. Candidate, Dept. of Civil and Environmental Engineering, Univ. of Michigan, 1148 GG Brown, 2350 Hayward St., Ann Arbor, MI 48109. Email: [email protected]
SangHyun Lee, M.ASCE [email protected]
Associate Professor, Dept. of Civil and Environmental Engineering, Univ. of Michigan, 2012 GG Brown, 2350 Hayward St., Ann Arbor, MI 48109. Email: [email protected]
Wenzhe Tang, A.M.ASCE [email protected]
Associate Professor, Institute of Project Management and Construction Technology, State Key Laboratory of Hydroscience and Engineering, Tsinghua Univ., Beijing 100084, China (corresponding author). Email: [email protected]
Carl T. Haas, F.ASCE [email protected]
Professor, Dept. of Civil and Environmental Engineering, Univ. of Waterloo, 200 University Avenue West, Waterloo, ON, Canada N2L 3G1. Email: [email protected]

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