Value methodology in public engagement for construction development projects

Abstract

Purpose

The use of public engagement (PE) has been encouraged by the Hong Kong government in recent years, with the construction industry under particular pressure to employ it. However, society as a whole has been suffering as a result of various levels of discontent and conflict in many construction development projects. The logical paths to analyze public need and resolve conflict in the PE process are vague. Value methodology (VM), a logical method, is thus proposed as an initial framework to support PE activities in construction projects. The purpose of this paper is to enhance PE performance for the complicated construction development projects with the application of VM principles.

Design/methodology/approach

Based on an extensive literature review, PE logical team process factors and PE outcomes were identified. A questionnaire survey was conducted to investigate the relationships between the logical PE team decision-making process (VM application in the logical process and team behaviors) and final PE outcomes.

Findings

The results showed that the PE team process with the application of VM, especially information and analysis phases, influenced PE outcomes positively. Conflict (both destructive conflict and constructive conflict) influenced PE outcomes in different directions.

Practical implications

It is recommended that the information and analysis phases of VM are applied to PE process in order to achieve consensus, cultivate team spirit, improve project performance, and enhance organizational reputation.

Originality/value

This paper innovatively proposes the application of VM into the PE team process in order to analyze the project logically and subsequently improve holistic PE project performance and finally promote social cohesion.

Citation

Leung, M.-Y. and Yu, J. (2014), "Value methodology in public engagement for construction development projects", Built Environment Project and Asset Management, Vol. 4 No. 1, pp. 55-70. https://doi.org/10.1108/BEPAM-05-2012-0033