The new-normal challenges and IPD solutions: a Canadian case study

Abstract

Purpose

According to the construction literature, the number of projects applying integrated project delivery (IPD) principles is expected to increase in the new-normal era. However, given that the pandemic is not yet fully over, accurate and measurable data are not yet available. Also, there is a lack of empirical studies that could provide guidelines as to the application of IPD principles at the various stages of construction projects. Thus, the goal of this paper is to address this knowledge gap through case studies.

Design/methodology/approach

This paper follows a multi-step research methodology, namely, a literature review, case study and focus group discussions in the context of Canadian construction projects.

Findings

Based on the conducted literature review and focus group discussions, the authors identified: (1) new challenges in the various stages of the construction projects' life cycle, (2) their related proximity aspects (technological, organizational, geographical and cognitive) and (3) IPD principles that can address the identified challenges within their associated proximities. The results show that IPD relational principles can improve a project's organizational and cognitive proximities, while IPD digital integrative principles can enhance a project's geographical and technological proximities.

Originality/value

This study contributes to the theoretical checklists of challenges that the construction industry has experienced since the beginning of the pandemic, and to the practical guidelines of implementation of IPD principles to meet these challenges. The conducted case studies are timely and relevant, and their results provide new insights for key project stakeholders into the application of IPD to tackle new-normal challenges based on their proximity perspectives.

Citation

Rankohi, S., Bourgault, M. and Iordanova, I. (2023), "The new-normal challenges and IPD solutions: a Canadian case study", Built Environment Project and Asset Management, Vol. 13 No. 1, pp. 20-35. https://doi.org/10.1108/BEPAM-12-2021-0150