Often in the construction industry, staffing for a capital project is structured upon selection of personnel to fulfill roles, leading to the formation of a temporary, project-based network that can be viewed as a single entity behaving like an organization. The primary goal of these organizations is the delivery of one project. This paper seeks to define the problem of fragmentation in the construction industry in relation to the role-based staffing for construction projects. Eleven construction projects were studied, where we focused on construction owner's approaches to staffing and the associated challenges observed. Based upon the identified challenges, the concept of organizational routines matching is presented as a potential mechanism to limit the impact of fragmentation by aligning the routines and required personnel capabilities for capital project delivery.
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