Next Article in Journal
A Review on the Factors Affecting the Use of Offsite Construction in Multifamily Housing in the United States
Previous Article in Journal
ALDREN: A Methodological Framework to Support Decision-Making and Investments in Deep Energy Renovation of Non-Residential Buildings
Open AccessArticle

A Competency Model for the Selection and Performance Improvement of Project Managers in Collaborative Construction Projects: Behavioral Studies in Norway and Finland

1
Faculty of Built Environment, Tampere University, Rakennustalo, Korkeakoulunkatu 5, 33720 Tampere, Finland
2
Department of Civil and Environmental Engineering, Norwegian University of Science and Technology, Høgskoleringen 1, 7491 Trondheim, Norway
3
Faculty of Industrial Engineering and Management, University of Oulu, 90014 Oulu, Finland
*
Author to whom correspondence should be addressed.
Buildings 2021, 11(1), 4; https://doi.org/10.3390/buildings11010004
Received: 22 October 2020 / Revised: 17 December 2020 / Accepted: 21 December 2020 / Published: 23 December 2020
Collaborative work practices are getting more common in construction projects. Consequently, new project delivery models have emerged and new practices have also entered the world of traditional delivery models. The resultant collaborative construction projects provide a different working environment compared to the traditional construction delivery models. This different environment seems to require project managers with certain types of competencies, but there is currently very limited research-based knowledge concerning this subject. This study aims at identifying such competencies, which project managers of collaborative construction projects need to possess to succeed. For this purpose, a human behavioral approach was employed where project managers’ behavior in their everyday work was the main source for understanding their competencies. Accordingly, the survey strategy was utilized, where a self-evaluation questionnaire was sent to 33 project managers of collaborative construction projects, and a response rate of 73% was achieved. The findings present four groups of competencies within a matrix model, structured based on their contribution to project managers’ successful performance in collaborative construction projects and the degree to which they can develop those competencies. The developed model can provide a baseline for selecting project managers and for enhancing the performance of the current ones. View Full-Text
Keywords: competency model; project manager; collaborative construction project; project delivery model competency model; project manager; collaborative construction project; project delivery model
Show Figures

Figure 1

MDPI and ACS Style

Moradi, S.; Kähkönen, K.; Klakegg, O.J.; Aaltonen, K. A Competency Model for the Selection and Performance Improvement of Project Managers in Collaborative Construction Projects: Behavioral Studies in Norway and Finland. Buildings 2021, 11, 4. https://doi.org/10.3390/buildings11010004

AMA Style

Moradi S, Kähkönen K, Klakegg OJ, Aaltonen K. A Competency Model for the Selection and Performance Improvement of Project Managers in Collaborative Construction Projects: Behavioral Studies in Norway and Finland. Buildings. 2021; 11(1):4. https://doi.org/10.3390/buildings11010004

Chicago/Turabian Style

Moradi, Sina; Kähkönen, Kalle; Klakegg, Ole J.; Aaltonen, Kirsi. 2021. "A Competency Model for the Selection and Performance Improvement of Project Managers in Collaborative Construction Projects: Behavioral Studies in Norway and Finland" Buildings 11, no. 1: 4. https://doi.org/10.3390/buildings11010004

Find Other Styles
Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.

Article Access Map by Country/Region

1
Search more from Scilit
 
Search
Back to TopTop