Dynamics of control in construction project teams

Control is pervasive in construction project environments. The management of projects through various planning and control tools has therefore been described essentially as rebureaucratization which increases control over individuals, teams and organizations through ideologies of efficiency and performativity. Yet certain characteristics of the project setting make it an ideal climate for the empowerment of individuals and teams. The manifestations of control in five construction project management teams involved in two ongoing construction projects in Hong Kong are examined. The interpretive and exploratory focus of the study favoured the use of a qualitative research design and the case study approach in particular. Control is viewed as all devices and systems employed to ensure that acts, behaviours, outcomes and decisions of individuals, teams and organizations are consistent with meeting organizational or project goals, objectives and strategies. The findings indicate that a portfolio of control modes is implemented in project teams comprising both formal (i.e. behaviour- and outcome-based) and informal (i.e. clan- and self-based) control mechanisms which are not necessarily incompatible. While formal control remains the primary control mode, a portfolio of control appears necessary to augment the inadequacies of formal control due to the evolving nature of the project environment

The effects of participatory mode and task workload on the detection of dynamic system failures

The ability of operators to detect step changes in the dynamics of control systems is investigated as a joint function of, (1) participatory mode: whether subjects are actively controlling those dynamics or are monitoring an autopilot controlling them, and (2) concurrent task workload. A theoretical analysis of detection in the two modes identifies factors that will favor detection in either mode. Three subjects detected system failures in either an autopilot or manual controlling mode, under single-task conditions and concurrently with a subcritical tracking task. Latency and accuracy of detection were assessed and related through a speed accuracy tradeoff representation. It was concluded that failure detection performance was better during manual control than during autopilot control, and that the extent of this superiority was enhanced as dual-task load increased. Ensemble averaging and multiple regression techniques were then employed to investigate the cues utilized by the subjects in making their detection decisions

Formal Systems Architectures for Biology

When the word "systems" is used in systems biology, it invokes a variety of assumptions about what defines the subject under investigation, which in turn can lead to divergent research outcomes. We will take the position that systems are defined by their potential organizing and "control" mechanisms, 
which distinguishes complex, living systems from a primordial soup. This will be accomplished by defining and investigating three interesting control motifs in biological systems: dominoes and clocks, futile cycles, and complex feedforward regulation. Additional mechanisms that combine feedback and feedforward mechanisms will also be briefly elaborated upon. Throughout these examples, our focus will be on the connection between top-down control mechanisms and bottom-up self-organizing mechanisms

The Transmission of Control in Information Systems Projects

Control transmission represents a central problem in any type of organization. However, while prior research has extensively studied the factors influencing the choice of control modes as well as the effects and dynamics of control, the transmission of control from controller to controllee has been largely neglected in the project control literature. Our study addresses this gap by examining in-depth the transmission of control in a large IS project involving multiple control dyads. Our preliminary results suggest that outcome control transmits well through the entire project hierarchy (i.e., between senior managers and project managers as well as between project managers and project team members), while behavior control only transmits well between project managers and project team members

Trust in electronic banking

Trust among stakeholders is vital for the successful implementation of IS projects such as electronic banking, because such IS initiative do not typically require face-to-face interactions. The Business-to-Business (B2B) model is an example of a relationship that facilitates the implementation of electronic banking. For example, ICT suppliers in alliance with banks to provide and support the IT infrastructure required for electronic banking implementation. These different stakeholders may have different perceptions of trust, which may affect electronic banking implementation. This short paper’s aim is to examine how trust from the stakeholder theory perspective impacts the implementation of electronic banking. This paper proposes, from the stakeholder perspective, an integrated framework that conceptualizes trust between B2B relationships as antecedent to the successful implementation of electronic banking. The research will be based on the multi-case study method. Our proposed study provides a foundation for researchers and practitioners alike in understanding the concept of trust and its impact on IS projects

THEORY OF ANOMALIES AND ITS APPLICATION TO AIRCRAFT CONTROL

The anomalies are deviations in the system parameters or service characteristics initiating the changes in the technical and operational characteristics and finally generate decreasing of the prescribed or designed working quality of system. The general lecture deals with the basic elements of the theory of system anomalies. describes the mean problems of theory and shows the recommended models for valuation of anomalies effects on system characteristics. The system anomalies play an important role in accuracy and dynamics of control systems. In many cases they can be modelled as the additive errors in the output characteristics (motion variables) measured and used as feedback signals. Some specific problems of application of system anomalies theory to the aircraft control systems are discussed in the second part of the paper

Information system diffusion in organizations - a control mechanism perspective

Research streams emphasize that after the excitement of adopting a new IS innovation, most do not employ the innovation to its full potential thus creating an assimilation gap. The failure of an IS to be fully diffused in an organization are, in most cases, due to employees resisting and not accepting the implemented innovation. The analysis of control mechanisms in IS research has proved to be a valuable approach to elucidate IS implementation and success experienced by organizations. The control mechanisms can be exercised thro ugh formal and informal modes. However, control mechanism theory have not yet been adopted to examine the process of IS diffusion in organizations. Therefore, there is a need to study the ways in which implemented control mechanisms impacts on the pro cess of diffusion of a Management Information System (MIS). Cooper and Zmud (1990) six stage IS implementation model will be applied to the research to illustrate and investigate the process of diffusion of the MIS. The research method will be an in-depth case study. It is anticipated that investigating IS diffusion from the perspective of control will considerably provide fresh insights in the understanding process of IS diffusion in organizations

Control influence on trust and relational governance in the client-contractor dyad

The construction industry has in recent years witnessed a paradigm shift towards the use of more collaborative contracting relationships and integrated processes in an attempt to improve construction project delivery. Trust is central to the success of these contracting approaches and although efforts are usually aimed at improving trust relations in client-contractor relationships, there has so far been mixed findings on how trust is influenced by formal control mechanisms discharged via formal contracts. In construction contracting, there is therefore the need to investigate how different governance modes and control mechanisms deployed on construction projects are perceived by those being controlled and how this in turn influences trust. Through a critique of the extant literature on trust and control in construction, this study reveals that the trust-control relationship which can be both complimentary and supplementary has far reaching implications on the measurement/assessment of trust in the construction project context. The orientation of governance and control mechanisms selected by clients and the behavioural consequences of these from contractors can thus be used as a measure of the degree of trust that exists in the dyad