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Recent construction literature has been focusing more on integrative contracting approaches such as integrated project delivery (IPD). However, conceptual studies on integration in IPD literature are scattered and fragmented, that is, most of the studies only focused on the segmented dimension of integration. A systemic understanding of the concepts of integration in IPD project-based context is still lacking. To fill this gap, this paper analyzes two aspects of integration (dimensions and directions) in IPD literature and explores their extent in construction projects.

Grounded theory review and focus group discussion approaches were employed to perform a thorough conceptual review of the literature, frame the research into the theory and increase the fundamental understanding of the concept of integration in IPD literature.

In this study, IPD integrating techniques were identified and their integration dimensions and directions were discussed. Results show that integration in the project-based environment of IPD is a multidimensional construct. Based on organizational, contractual and operational characteristics of IPD projects, twenty-four integration mechanisms were identified and framed into seven clusters. The integration directions over project life-cycle were demonstrated in three contexts: (1) an on-site construction project, delivered traditionally, (2) an on-site construction project, delivered with IPD and (3) an off-site construction project, delivered with IPD.

This paper gathers the segments of integration into a comprehensive overview, which can help researchers and practitioners explore elements of IPD project success more precisely. A theoretical framework of integration clusters is developed, based on IPD literature. The impact of IPD on on-site versus off-site construction is illustrated from an integration direction perspective. Finally, future areas of studies for researchers and practitioners about the concept of integration in an IPD context are discussed. This paper provides a point of departure for future theoretical and empirical explorations.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

The purpose of this paper is to identify, review and classify the key practice indicators of successful team integration in construction projects, with the intention of gaining a greater insight into how they influence team dynamics.

This is a review paper that draws on existing research and, through observation of previous studies, identifies patterns to produce a greater understanding of the indicators affecting team integration in construction projects.

The review identified 15 key practice indicators of team integration from the literature, which together form the basis for transforming disparate project teams into a highly integrated team. It is argued that although there is an element of interdependence between some of the indicators, for the purpose of defining team integration practice by means of key indicators it is important to consider them independently because each indicator represents a key element of team integration practice. The indicators were classified as either “Relationship Oriented Indicators”, whereby the relationship between project teams is directly influenced through human behaviours, or “Non‐Relationship Oriented”, whereby relationships are indirectly influenced by putting systems or processes in place to promote, or at the very least allow, members of different functions to collaborate.

The process of integration is a result of a combination of many indicators and this review presents a complete picture of team integration for construction projects developed from past team integration research. It is hoped that the proposed framework will make a contribution by providing the necessary groundwork for further research and development in this area, with the aim of bridging the current gaps in the understanding of team integration in the construction management discipline.

Although there is a diversity of current thinking on team integration practice in construction projects, there is currently no consolidated set of key indicators embedded in integration practice. This study achieves that while recognising a complex system of interdependency between some of the indicators. It further extends the team integration literature by providing deeper insights into the characterisation and importance of exercising and improving integration practice.

The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand.

A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice.

Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust and respect, commitment from top management, free flow communication and no blame culture. A framework for influencing these indicators of team integration is proposed which includes four elements: first, team formation; second, contractual model; third, teamwork principle; and fourth, operational monitoring.

The findings are limited to practitioners’ perceptions who are registered with an established construction peer group in New Zealand.

The results of the study are expected to provide insight for construction practitioners to help them embrace team integration practice and, hence, provide both the opportunity and a platform to enhance and measure their team performance.

The paper recognises that while the process of integration is a result of a combination of many indicators, it further extends the team integration literature by providing insights into what are the dominant relationship indicators of team integration, and how to influence these indicators based on a proposed framework.

This chapter presented the model for the effective practice of construction supply chain management (CSCM) in the fourth industrial revolution (4IR) era. The model was developed after discovering that the failure of adopting the 4IR component has hindered the synchronisation of construction supply chain (CSC) activities. While some stakeholders are willing to manage their CSC under the 4IR era, most have no clue how to go about it. Most stakeholders are familiar with an existing practice built around collaboration, integration, supply chain structure and trust. This chapter bridges the gap by introducing organisational culture and 4IR components for modelling the CSCM in the 4IR era. The model was backed and grounded with a robust theoretical framework. The theories include social identity theory, change theory and resource-based view theory. It was discovered that the organisational culture adopted by construction stakeholders determines their willingness to embrace the 4IR component for the management of CSC. The 4IR components were divided into smart management, virtualisation and cyber-physical systems. The chapter recommended that the practice of SCM in the Nigerian construction industry should be modelled around the six constructs that were used in developing the model for this study.

The development of prefabrication into full-scale offsite manufacturing processes in the construction industry is paradigm-shifting. Moreover, Building Information Modelling (BIM) is becoming the primary mode of communication and integration in construction projects to facilitate the flow of information. Although research has been performed on BIM and Offsite Construction (OSC), integrating these two concepts remains ambiguous and complex and lacks documentation and structure, especially in New Zealand. Therefore, this paper develops a robust framework for OSC and BIM integration. The study focusses on identifying integration challenges and proposes strategies for overcoming these challenges.

This study applied scientometric analysis, a systematic literature review (SLR) and semi-structured expert interviews to investigate OSC and BIM integration challenges. Multiple themes were investigated and triangulation conducted in this research supports the creation of applicable knowledge in this field.

Multiple gaps, research trends and the pioneer countries in the paper's scope have been identified through scientometric analysis. Then, a classified cluster of challenges for OSC and BIM implementation and integration strategies of OSC and BIM were demonstrated from the findings. The interviews provided comprehensive and complementary data sets and analyses. The findings from the Systematic Literature Review and interview structured the integration framework.

The contribution of this paper to existing knowledge is a developed framework that serves as a guideline for the OSC stakeholders. This framework can assess OSC's alignment with BIM and consolidate strategies for incorporating OSC into a BIM-based project delivery process. The framework consists of 23 strategies categorised into 8 clusters: a policy document, training and professional development, documentation, technology management, governmental development, contract development, accurate definition and detailing and communication. The proposed strategies will streamline integration by reducing potential challenges, thus enhancing project productivity.

The purpose of this paper is first to examine the effect of client-led and contractor-led supply chain initiatives on project performance in the Indian construction industry and second to assess how the client-led supply chain initiatives complement the contractor-led supply chain initiatives.

In this study, the effects of the client-led supply chain initiatives (reward power and competence trust of the construction clients) and the contractor-led supply chain initiatives (contractor integration and calculative commitment of the contractor) on project performance in construction projects are examined. The data were collected from 346 construction professionals working in Indian construction projects using purposive sampling. The proposed hypotheses were tested using structural equation modeling.

The contractor-led supply chain initiatives, in the form of contractor integration and the calculative relationship commitment of a contractor, were found to be strong mediators, indirectly affecting the project performance. On the other hand, the client-led supply chain initiatives, in the form of the reward power of the client and the competence trust of the client, directly influence the project performance.

This study reports the inevitable bias on the part of participants, who responded to the survey either in the capacity of client or contractor, although they might have executed projects in both capacities. Future studies could benefit from the use of objective data instead of behavioral data.

This study helps construction firms understand how to demarcate the client and contractor roles in the construction supply chain to improve the project performance.

The originality of this study lies in its investigation of the influence of client-led supply chain initiatives and contractor-led supply chain initiatives on project performance.

Better integration of project processes has often been identified as the key issue regarding construction performance improvement. In some countries lean construction has become well‐established, although there appears to be considerable diversity in the interpretation of the concept. Lean construction initially focused on production aspects, but gradually design issues have started to receive more attention and integrating construction design and production processes from a lean perspective are beginning to be addressed. The purpose of this paper is to identify some of the practical challenges underlying the implementation of approaches promoted as “lean” and compare this with published research/theory.

Following an extensive review of the literature, a multiple case‐strategy approach was used to explore the practical application of lean approaches to design and construction integration in an organisational setting. Summaries of the case studies, one from the USA and two from Denmark, help to highlight a number of pertinent issues facing practitioners and researchers.

Findings suggest that it is possible to identify a number of aspects that (in theory as well as in practice) both influence and, to various extents, limit the applicability of the lean philosophy to construction. Findings also help to emphasise the importance of a number of interdependent factors for achieving better integration, namely: value identification/specification; an appropriate project delivery framework; structuring and planning of delivery processes; transparency; management and leadership; learning; and the importance of local context.

The findings provide an original contribution to the integration of design and construction activities from a lean perspective. The findings are generic and could be practically applied in a variety of contexts.

Team integration is a concept that has been widely fostered in alliances as a way of improving collaborative relationships between diverse organisations. However, deeper insights into the practice of high levels of team integration remain elusive. The purpose of this paper is to develop a deeper understanding of team integration through the “lived experience” of practitioners in an alliance.

This study employed a qualitative research methodology. Using a phenomenological examination, via the lived experiences of 24 alliance practitioners, the practice of alliance team integration has been investigated based on the key indicators that foster alliance team integration: team leadership, trust and respect, single team focus on project objectives and key results areas, collective understanding, commitment from project alliance board, single and co-located alliance team, and free flow communication.

The findings highlight that alliancing gives the project teams’ flexibility to change and adapt, to advance the collaborative environment and that successful integration of multi-disciplinary project teams requires commitment to the identified indicators. These findings have led to the development of a framework of leadership for successful alliance integrated practices. It is proposed that to influence the leadership for the purpose of achieving successful integration practice, a team-centric approach is required which includes four elements: task and relationship-oriented behaviours; collaborative learning environments; cultivating cross-boundary networks; and collaborative governance.

As team integration is the central tenet of alliance projects, greater understanding regarding the leadership of integration practice is of value in leveraging the benefits of outstanding performance. Also, the results of the study are expected to be informative and provide insight for alliance teams to help them proactively recognise how the context of integrated teams is influenced by specific indicators, impacting on the extent of integration practice.

This study contributes to the current body of knowledge concerning the insights from the “lived experience” of alliance teams towards achieving a greater understanding of what contributes to the leadership of successful integration practices.

In 1998, a government‐sponsored review of the UK construction sector called for the adoption of initiatives from manufacturing industry in order to increase productivity and reduce costs. Subsequent research has focused on how supply chain management practices could be implemented effectively by clients, consultants and large contracting organisations. However, little attention has been paid to the integration of small and medium‐size enterprises (SMEs) in the subcontractor and material supply sectors. This paper presents the findings of research that focused on the role of these SMEs in re‐engineered construction supply chains. It was found that significant barriers exist to supplier integration within the construction sector, which stem from SME scepticism over the motives behind supply chain management practices. It is suggested that the industry must make greater efforts to extol the mutual benefits of supplier integration to SMEs if significant performance improvement is to be achieved.