Using Grounded Theory Methodology and Rich Picture Diagrams in Analysing Value Creation in Houses of Culture Projects in Sweden

The built & homo purlieu Review, muckle 3, limited guinea pig 1, 2010 Using Grounded Theory Methodology and Rich Picture Diagrams in analysing survey Creation in sign of the zodiacs of market-gardening protrusions in Sweden Laurell Stenlund, K. Kristina. emailprotected se Lulea University of Technology, Lulea, Sweden Abstract What variant of pry does a man edifice for heathenish activities create for guests, crook professionals and physical exercisers? One draw near to understand the complexity of ongoing processes all over age is by identifying place-adding activities in mental synthesis processes.However, respect added activities argon difficult to dis fraction especially when associate to resources that put virtuoso over an immaterial character, e. g. knowledge, know how and social affinitys. establish on an in prescience instance matter of stakeholders evaluation of a wind decl ar oneself, grounded system methodology (GTM) and cryptic picture diagrams (RPD) were apply in analysing stakeholder and end-user honor. Data was placid by semi-structured interviews with actors, public invitee, projection double-decker, designer, contractor, employee and visitors of the saying and during a shop class with representatives for variant stakeholder stems.The results from the analysis show that building a accommodate of gloss creates stakeholders and end-users value that can be categorised into human, organisational and social seat of government. The strength of combining GTM and RPD is demo in its ability to study complex organisational structures and relations amidst diametric actors, and ad hoc as shown in this case, when analysing value creation in a mental synthesis project with many stakeholders with polar interests and value. Keywords case study, grounded possible action method, reason bang-up, prolific picture diagramsIntroduction Discussions during the last few years (e. g. Egan 1998 Finch 2000 Spenc er and Winch 2002 Saxon 2005) pass water shown that integrating design and structure potentially delivers advance value for money as headspring as better buildings, p cheaticularly when attention is paid to the full costs of a building over its tout ensemble live barrierss. Research on how buildings deliver better value for money during their lifetime involves complex entropy analysis of activities and processes. Value-adding activities consist of complex building processes performed over time.A condition for activities to be value-added is that they be supported by resources that are utilised and genuine in a positive way (Laurell Stenlund and Horte, 1999). match to the resource- order view, the resources that are difficult to imitate and replace create a competitive favor to companies (e. g. Penrose, 1959 Grant, 1991 Hamel and Prahalad, 1994). The characteristics of these resources are disemboweld as dynamic organisational capabilities (Dosi et al. , 2008). However, value-added activities are much difficult to analyse. choices that are immaterial, e. g. knowledge, know-how and social relations (e. g.Sveiby, 1997 Edvinsson and Malone, 1997) are difficult to 17 The Built & Human environs Review, account book 3, Special get by 1, 2010 describe and measure. Sutrisna and Barrett (2007) fight that abundant picture diagrams are dicks suitable for analysing complex building processes. The office with this paper is to describe how grounded theory method (GTM) and rich picture diagrams (RPD) were used in analysing stakeholder and end-user value when directing and constructing houses of culture. Empirical evidence is demonstrable from a unmarried in-depth case study where data was collected by interviews, archives, documents and during a workshop.In the next section GTM and RPD methods are discussed in relation to the case study. The results from the analyses are finally presented and concluded. Theories and General Conclusions from Case Studi es A searchers preference of methodology is non only a matter of schema. Researchers argue that their field view (ontology, i. e. our view on how the world is constructed) and opinion of how knowledge is developed (epistemology) are behind the planned or unplanned choice of methodology and research methods.Management studies involves peoples conclusivenesss and activities and are thus influenced by rules and structures built in society as slack as in the special(prenominal) organisation. The persistence and the context of the studied processes are therefore important to consider (Chroneer and Laurell-Stenlund, 2006). The particular proposition structure of verbalism industry, primarily project oriented organisations must aim other solutions and concepts for improving performance and efficiency according to Segerstedt and Olofsson (2010).Inter-firm processes in twirl industry could be identified by the contribute chain and ne 2rks consisting of various supplying soc ial organisation companies, e. g. intriguerural offices and contracting firms, engaged in the early phases of the pull project (Brochner and Kadefors, 2010 Segerstedt and Olofsson, 2010). In the early phases of a twirl project, these inter-firm processes whitethorn create a creative chaos developing upstartly ideas of buildings and constructions. According to Gray and Hughes (2001), the collaboration amongst singulars is a part of the wider collaboration amidst firms in the construction sector.Describing and developing a deeper understanding of these networks similarly requires red-hot research methods. Case studies are crudely accepted in anxiety studies. Yin (1994) argues that a case study with one or more cases and with contrary methods for data ingathering, both quantitative and qualitative, can be theorised and generalised. A single case study makes it possible to capture dissimilar angles and perspectives in depth base on an inductive research strategy open f or analytical generalisation and implications from a theoretical perspective rather than comparison with other cases (Eisenhardt, 1989).Selection of the Case The case presented in this study is selected by the uniqueness of the building itself according to its special functional design and conditions of combining different heathen activities in one building involving art professionals with different goals. The House of refinement in Lulea was selected cod to the researchers access to data as puff up as to the interest from the public invitee and the construction professionals. old studies (for example Short et al. 007) have discussed how arts invitees require additional trueness from construction professionals. grammatical construction a house of culture is in this reek an interesting cultural construction project to study. qualitative Research base on GTM Qualitative data analyses with GTM are here applied to describe regularities and sequences (Glaser and Strauss, 1967 ) for certain building projects in a given situation creating common knowledge inwardly a specific area. 18 The Built & Human Environment Review, Volume 3, Special turn out 1, 2010Grounded theory was developed in the 60s by Glaser and Strauss in social medicine (Bryant and Charmaz, 2007). After a geminate of years, Glaser and Strauss went in two different directions. Strauss revised the methods where data was interpreted by the researcher (Alvesson and Skoldberg, 2000). Glaser, on the other hand, continued to develop the classic grounded theory with analytical methods for qualitative data label with an inductive approach but overly including methods for deduction and abduction, i. e. methods for developing and testing theories (Glaser, 1992).Grounded theory refers to the result of maturation grounded theory method according to Bryant and Charmaz (2007). The results should be traceable back to the empirical data and the studied phenomena (Sutrisna and Barrett, 2007). In this paper GTM is applied with an inductive approach (Miles and Huberman, 1994). The purpose of using GTM in this study was to investigate what kind of stakeholder value is created when building a house of culture. Stakeholder value is the key uncertain in this study with the purpose of visualising stakeholders different value in the building process.Data exhibition and data analysis base GTM Both quantitative and qualitative data collection methods were used in the case study. The total data collection was broad and open based on several methods, i. e. integrative concentre conclaves, participatory observations, archive data, documents, semi-structured interviews and a survey (Yin, 1994, p. 80). According to the Swedish rule of free access to public records all archive data from the construction project was available and could be analysed.The analyses presented in this paper are mainly based on 17 semi-structured interviews with actors with different interest in the construction project, building documents and data from a workshop with inbred and external stakeholders (Table 1, Appendix). The interviews were put down and transcribed. After transcription, the interviews were analysed by coding the respondents activities chronologically in building processes. The interviewed respondents were be to different stakeholder groups with different roles in the construction sector as easy as in society.Internal stakeholders, active in the construction sector may on the one hand act as lymph nodes, financiers and users, on the submit side, and on the other hand act as architects, engineers, contractors and materials suppliers, on the supply side, in the specific construction project (Winch, 2002, p. 67). External stakeholders also have a direct interest in the project and can be broken down into private actors (e. g. local residents) and public actors (e. g. local government) (ibid. ). In Table 1 the respondents are presented together with their stakeholder cla ssification and role in the project by their title.Table 1 Data collection the House of polish Semi-structured interviews, no 17 Internal stakeholder/Public client-Municipality Municipal commissioner (Cmc080401) Municipal employee (Cme070905) view manager (Chp080117) Participants, Workshop 20090331 Client Municipal commissioner (Cmc) Client/End-user Municipal Culture Chairman (CEcc) Secondary data Feasibility study A 2002-08-15 19 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Project leader (Cpl080220)Client/End-user Cultural manager (CEcm) Client/End-user Municipal Technical head (CEtc) Client Project manager (Chp) headinger Architect (DA) Constructor carriage construction bon ton (Com) Constructor Project leader in construction company (Cop) Industry The Swedish Construction Federation, Region North (BI) End-user project leash house manager (Echm) End-user Art Hall manager (Eam) Feasibility study B May 2003 Internal stakeholder/Municipal and cultu ral organisations Cultural manager (CEcm070601,080117,080925) Library manager (Elm081006) Concert Hall manager (Echm081005) Art Hall manager (Eam081015) Planning document 2003-12-22Project directive 2003-10-20 External stakeholder/Contractor theatre director construction company (Com071004) Project leader in construction company (Cop080930) Brief for architectural competition 2003-12-22 External stakeholder/Designer Architect (DA081002) End-user tourist manager (Etm2) End-user 2 Peoples Parks and Community Centres (Eppc) End-user Orchestra member (Epo) External stakeholder/ End-user 2 citizens (Eci) Commercial organisations Tourist manager (Etm081022) telephone line manager (Ebm081023) End-user/Citizens, public and visitors Orchestra member (Epo070905), Public (Eci, 2090330) Reference Group MeetingsThe public client as well as the construction professionals participated in the process of evaluating the effects of the construction project and the use of the building. They partici pated in so called reference group meetings and focus group interviews. During the research project four reference group meetings were carried out with two representative from the public client one initiating the project and one internal end-user of the building, one representative from the construction company, two representatives from construction industry and one representative from a non-profit cultural organisation together with three schoolman researchers.During these meetings the prototypical evaluation results were presented and discussed. The relevance of the results was discussed and new questions developed for further investigations. 20 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 emphasis Group Interviews The empirical data was first coded and summarized and then substantiate and discussed by the practitioners. The focus group interviews were conducted more specific regarding a subject where the participants were asked a question that was ans wered individual in the group, by distributively of the respondents and then discussed indoors the group.The five focus group interviews were performed in accordance with the reference group meetings and one at another time. Workshop A workshop was performed with respondents representing the stakeholders of the construction project as presented in Table 1. The workshop consisted of two parts. The first was to present the results from the descriptive analysis of the construction project to implement the results back to construction industry. The second part was to develop a story line of the construction project based on the stakeholders successful factors describing the success of the building.Open coding First Level From the data analysis based on the interviews, a story of the building process emerged. This story was built by the respondents and sustain by all respondents when summarized in a case study accounting (Laurell Stenlund, 2010). Within this story different activit ies were specifically mentioned by different actors due to their significant influence on the performance of the construction projects as well as on the effects of the final building according to the respondents. These activities were confirmed by archive data and found in the construction projects documentation.There are different views about how categories emerge from the analysis, e. g. let the data talk or if the researcher is shaping the categories (Bryant and Charmaz, 2007). In this study, no specific and objective theoretical frameworks were ready to pick. They were instead developed during analysis. Coding was in the first tonicity based on a preliminary theoretical framework consisting of different phases of the building process. The activities were then categorised, based on their empirical characteristic, first in relation to the different stages in the construction project, e. . communication during design between architect and library manager and secondly in themes due to their organisational belonging, i. e. the inwardness of the activity, for example, communication regarding specific functional solutions within the library between the architect and the library manager strategic briefing during the design phase. The resulted value-adding activities are presented in Table 2 below. Table 2 Value-adding activities in building houses of culture Activities in the briefing process impactd to strategic briefing The feasibility study 2002 and 2003 a. he rejection of the first proposal consisting of private and public investors in the construction project b. the knowledge of the second proposal of combining different cultural activities in one building The political finiss 2003 a. political placement on building a new house for the existing public library, the public art gallery and a new contrive abidance 21 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 b. political initiatives of starting the construction project The de velopment of the project directives with sine qua non regarding a. ost b. time c. responsibilities The development of the strategic brief a. overall stack and goals for the building and building performance b. end-users functional requirements, needs and desires c. qualifying criteria for participating in the architectural competition d. order-winning criteria for the architect The clients procurement determination a. design-bid-build based on a architectural competition b. architect creating a design police squad with client c. contractors relation to client during construction Open coding Second LevelThe second analysis was based on a preliminary theoretical framework (Values surrounding the House of Culture, developed from Boyd and Chinyio, 200680) where the clients requirements were coded to different stakeholder groups, and stakeholders value were coded in relation to project and harvest-tide (Laurell Stenlund et al. , 2009). Coding into rich picture diagrams and general themes The third categorisation was an analysis of the value-adding activities performed by actors within the construction project as well as by end-users in the final building.Here the general themes developed by Sutrisna and Barrett (2007) were applied when coding the data into the rich picture diagram for further analysis of developed capable capital. This analysis is presented in the succeeding(a) section. adroit capital in rich picture diagrams Sutrisna and Barrett (2007) found that the use of the multiple case study approach was in agreement with the principles of GTM, i. e. that it relies on multiple sources and constant comparison of empirical data for the purpose of theory building.However, when using multiple case studies and GTM, the cross-case analysis can be found overwhelming and difficult to grasp all at once, according to Sutrisna and Barrett (2007). thence the rich picture diagram is suggested by Sutrisna and Barrett (2007) as an analytical tool in data analysis and here applied when analysing the development of adroit capital in construction projects. 22 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Rich picture diagrams Firstly, the value-adding activities of the successful construction project, were used as a basis to develop a rich picture diagram.The activities were coded in accordance with the general themes developed by Sutrisna and Barrett (2007). Secondly, the results from the workshop were included into the rich picture diagram. During the workshop, each stakeholder representative presented their three close important success factors, written on post-it-notes in four dimensions, namely strategic with external (market) perspective strategic with internal (vision and financing) perspective usable with external (customer) perspective and operational with internal (organisational and cost) perspective.For the purpose of the workshop, the four dimensions were related to the general themes developed by Sutris na and Barrett (2007). The notes were then transformed into the same rich picture diagram as the story line of the construction project. Intellectual Capital The adroit capital model consists of identifying financial, human, social, customer and organisational value (Sveiby, 1997). Identifying and visualizing intellectual capital are problematic and discussed for many years. Research with focus on intellectual capital started intensively during the 90s within the field of accounting.The Balanced Scorecard, developed by Kaplan and Norton (1993), The Intangible Assets Monitor, developed by Sveiby (1997) and The Skandia IC model with the worlds first public intellectual capital annual report, as a supplement to the financial report (Edvinsson and Malone, 1997), are examples of management models categorising, meter and valuing companies tangible and intangible resources and assets. Edvinsson and Malone (1997) describe the companys intangible assets as those that have no physical exist ence but are unsounded of value to the company.Typically, they are long term and cannot accurately be cherished until the company is sold. Measurement of intellectual capital is thus difficult. According to Mouritsen (2009), it is not possible for an organisation to copy its intangible properties in a spot thus far it is necessary because it allows intervention to happen since it develops a wholly new set of dimensions to manage. Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be make in the name of intellectual capital (Mouritsen, 2009).Analysing Intellectual Capital in Rich Picture Diagrams In the rich picture diagram value-adding activities in the building process together with stakeholders value of the construction project and building in use are pictured in a story line of building a house of culture as presented in Figure 1. In Figure 1, exit 1 des cribes activities creating human capital in the municipality. Here the municipal commissioner contend an important, entrepreneurial client role. This is seen as a distinctive feature in the case.Human capital was developed in a creative process of purpose a new solution to an old demand, the need of a project lobby, and also driving the political process to a building decision of building a house of culture by combining the library, the hall of arts and the plan hall. The decision was a result of a more than 60-year-long discussion in the municipality, where special interest organisations argued for and against a new concert hall in the city. Human capital is measured in the individuals knowledge and experiences creating a capability within the organisation (Sveiby, 1997 Laurell Stenlund, 2004).The development of construction industry, with advanced technol- 23 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 ogy put a pressure on actors capabilities to obl ige to these new technologies. However, construction industry also relays on actors capabilities to create new ideas, new technologies and new types of buildings, as shown in this case were the public client was using his competence, based on political experience as well as on his skills from construction industry.Figure 1 The story line of a successful construction project visualising created intellectual capital Number 2 in the figure describes the activities related to the development of the brief for architectural competition, based on the vision of the building together with the transformation of the public clients requirements into building programmes, e. g. functional and technical specifications. The public clients role during the development of the building programme was important.Different employees in the clients organisation were involved in the development of the feasibility studies taking political decisions and developing the project directives with requirements regar ding cost, time and responsibilities. In the brief for architectural competition, the public client formulated the overall vision and goals for the building and the end-users functional requirements. People from the artistic organisations were partly involved in this strategic briefing process.The process, in the figure illustrated with dotted arrows, illustrates how the clients representatives, foremost the project manager together with the architect, worked together with actors responsible for art and library activities. This work should also be seen as a strategic briefing process performed in the project during the design phase. The public clients procurement decisions regarding the architectural competition made it possible for the architect to create a dream-team of consultants working together with designing the building.The bid-to-build procurement decision engaged a contractor, with the ambition to develop new knowledge within their own construction organisation concerning technical solutions in the building of concert halls. Here the municipality created organisational capital in measures of communication, trust and lineage relations (Sveiby, 1997) between actors in the local construction industry. The organisational capital belonging to the public client has created new construction projects in the community, even during recession, when normally no construction projects should have stated.Finally turning 3 in the figure describes how the public clients decisions had an touch on creating social capital in the community. This is closely related to the clients ambitions to create a building with symbolic value and also to the distinctive feature of having created future beliefs in the city. Social capital is set forth in terms 24 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 of change in attitudes, but also in terms of economic value regarding new job opportunities, development of organisational and business activities.End-u sers participating at the workshop expressed their view of the building in use in terms of social value. They valued the multitude of cultural activities in the building as well as the building is easy accessibility, aesthetics, comfort, safe with a central location in the city. The social capital developed by building a house of culture in the community is described by the public client as priceless for the cities development in the future, not only because of its cultural activities, but also because of the buildings architecture and location. DiscussionFrom the results of analysing value-added activities and stakeholders value in a story line, the distinctive features for this specific construction project illustrates three key competencies generating human, organisational and social capital for the first time the human capital based on the public clients political and construction knowledge and skills in the pre-phase of the construction project secondly the organisational capi tal based on the actors competencies of interacting when developing the strategic brief involving internal and external stakeholders goals and visions, during the onstruction project and finally the social capital based on the buildings multifunctional activities, its architectural design and its central location in the city, when building in use. From the results, one could determine certain success factors and key competencies that should be maximized. These success factors and key competencies could in turn be grouped into a number of distinct areas of focus such as financial, human, customer, process, renewal and development. Within each of these areas of focus, one could identify numerous key indicators to measure performance.Previous research studies have shown that companies and organisations have to identify their own relevant key indicators and success factors and relate them to their specific activities and resources when making the tools usable in management decisions (La urell Stenlund, 2004 Anumba et al. , 2005 Roos et al. , 2005). Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the name of intellectual capital (Mouritsen, 2009).Conclusions Stakeholder value is the key variable in this study with the purpose of visualising stakeholders different value in the building process. From the results of the study, intellectual capital developed during the construction project has been visualised in terms of human, organisational and social capital. Houses of culture, public buildings for cultural activities, enable meeting places for citizens as well as they provide places for cultural events and spaces for creativity as well as they contribute to the development of new cultural activities.The outcomes were found effectual when implementing the results back to the studied client organisation and the actors in the project team as well as they can be used to better understand the situation, formulating improvement as well as a course of study for future research. The strength of combining GTM and RPD is demonstrated in the ability of the methodology in studying complex organisational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a construction project with many stakeholders with different interests and value. 5 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 References Alvesson, M. and Skoldberg, K. (2000) Reflexive methodology new vistas for qualitative research, London Sage. Anumba, C. J. , Egbu, C. and Carrillo, P. (2005) Knowledge Management in Construction, Oxford Blackwell Publishing Ltd. Boyd, D and Chinyio, E (2006) Understanding the construction client, Oxford Blackwell Publishing Ltd. Bryant, A. and Charmaz, K. (2007) The sensible handbook of Grounded Theory, London SAGE Publications Ltd. Brochn er, J. and Kadefors, A. 2010) Varden och vardekedjor inom samhallsbyggande, forstudie. Values and value chains in building societies, prestudy, Stockholm KK-stiftelsen. Chroneer, D. and Laurell-Stenlund, K. (2006) Determinants of an effective product development process Towards a conceptual framework for process industry. foreign journal of innovation management, 10(3), 237-269. Dosi, G. , Faillo, M. and Marengo, L. (2008) Organisational Capabilities, Patterns of Knowledge Accumulation and Governance Structures in Business Firms An Introduction. Organization Studies, 29(08&09), 11651185. Edvinsson, L. and Malone, M.S. (1997) Intellectual Capital, The proven way to establish your companys real value by beat its hidden brainpower, London Harper. Egan, J. (1998) Rethinking Construction, announce of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the Scope for Improving the Quality and Efficiency of UK Construction. Department of Trade and Industry, HMSO, London. Eisenhardt, K. M. (1989) Building theories from case study research. Academy of Management Review, 14(4), 532-550. Finch, P. (2000) Better public building, a proud legacy for the future, The Better Public Buildings Group.Department for culture, media and sport, London. Glaser, B. G. (1992) Basics of Grounded Theory Research. Sociology Press, hang around Valley, CA. Glaser, B. G. and Strauss, A. L. (1967) The Discovery of Grounded Theory. Aldine, Chicago. Grant, R. M. (1991) The resource based theory of competitive advantage Implications for strategy formulation. California Management Review, 33(3), 114-135. Gray, C. and Hughes, W. (2001) Building Design Management, Oxford Elsevier Ltd. Hamel, G. and Prahalad C. K. (1994) Competing for the Future. Boston, Massachusetts Harvard Business domesticate Press. Kaplan, R. S. and Norton, D.P. (1993) Putting the Balanced Scorecard on work, Harvard Business Review, (SepOct), 134-147. Laurell-Stenlund, K. (2004) Three perspectives on measuring and valuing losses of key competence. (Licentiate thesis in Swedish), Lulea Lulea University of Technology. Laurell Stenlund, K. (2010) Effekter av byggandet av Kulturens hus i Lulea, The Matter of Culture, Research Report, Lulea Lulea University of Technology. Laurell Stenlund, K and Horte, S-A. (1999) Competence accounting methods for measuring and valuing keycompetencies. Managing Operations Networks, EurOMA Conference, Venice, Italy, June 7-8. 26The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Laurell Stenlund, K. , Ryd, N. and Vennstrom, A. (2009) Clients decisions in strategic briefs and their impact on user values. proceedings 25th Annual ARCOM Conference. Nottingham Association of Researchers in Construction Management, 361-370. Miles, M. B. and Huberman, A. M. (1994) An Expanded Sourcebook, Qualitative Data Analysis (2nd ed. ), California and London Sage Publications. Inc. Mouritsen, J. (2009) Classification, measurement and the ontology of intellectual capital entities. Journal of Human Resource Costing & Accounting, 13(2), 154-162. Penrose, E. 1959/1995) The theory of the harvest-feast of the firm. Oxford Oxford University Press. Roos, G. , Pike, S. and Fernstrom, L. (2005) Managing Intellectual Capital in Practice, Butterworth-Heinemann, Elsevier Ltd, Oxford. Saxon, R. (2005) Be Valuable A target to Creating value in the Built Environment Construction Excellence, London. Segerstedt, A. and Olofsson, T. (2010) Supply chains in the construction industry. Supply Chain Management, 15(5), 347-353. Short, C. A. , Barrett, P. , Dye, A. and Sutrisna, M. (2007) Impacts of value engineering on five Capital Arts projects. Building Research and Information, 35(3), 287-315. Spencer, N. nd Winch, G. (2002) How buildings wreak Value for Clients, Construction Industry Council, London. Sutrisna, M. and Barrett, P. (2007). Applying rich picture diagrams to model case studies of construction projects. Engineering, Construction and Architectural Management, 14(2), 164-179. Sveiby, K. E. (1997) The Intangible Assets Monitor. Journal of Human Resource costing and accounting, 2(1), 73-97. Winch. M. G. (2002) Managing Construction Projects, UK Blackwell Science Ltd. Yin, R. K. (1994) Case Study Research Design and Methods, Newbury Press, California Sage. 27 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 28