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This paper introduces an extant, theoretical, social-psychological model that explains the sense-making processes of project managers confronted with a new technology to improve our understanding of project-based innovation processes. The model represents the interlinked processes through which project managers decide to implement new technologies on their projects according to the outcomes of these sense-making processes. The paper validates the model against observations gathered in four case studies of technology implementation on construction projects. Doing so, it assesses the general usefulness of the model to explain the success of technology implementation dynamics in project teams. The paper also derives a number of management suggestions from the model: for example, project managers should focus squarely on the immediate benefits of the technology in improving work processes on the project instead of focusing on long-term strategic firm or industry benefits. DOI: 10.1061/(ASCE)CO.1943-7862.0000174 CE Database subject headings: Technology; Implementation; Decision support systems; Social factors; Case studies; Threedimensional models; Project management. Author keywords: Technology; Implementation; Decision support systems; Social factors; Case reports.

Managing the increased complexity, emerging uncertainties, and diversity of cultures on global projects is creating significant challenges for architecture, engineering, and construction firms. In global projects, differences in 'institutions'--including language, beliefs, values, group norms, work practices, professional roles, industry organizations, and legal frameworks--among team members from different national backgrounds can lead to misunderstanding and conflicts that cause delays, increase costs, and reduce quality. Previous research has examined risk factors associated with international project execution. However, little research to date has explored whether reconfiguring project networks might mitigate such risks. Project organizational simulation tools have been combined with 'robust design' experimental techniques to design robust project networks that can perform reliably in uncertain conditions. This paper extends project network design research to examine whether robust designs for given project networks differ between 'domestic' and 'global' projects, given differing organizational uncertainties. The results demonstrate that robust project network designs may differ for global project networks. This finding has significant implications for the design of project networks in an industry where firm participation in global project networks is increasing, both domestically and abroad. DOI: 10.1061/(ASCE)CO.1943-7862.0000143 CE Database subject headings: Organizations; Project management; Design; Simulation; Uncertainty principles; Construction industry. Author keywords: Global; Organizations; Project management; Project networks; Robust design; Simulation; Uncertainty.

Multinational engineering consultants, contractors, and real estate developers work on projects in various countries, encountering many challenges that arise from cross-national differences. These projects frequently bring together diverse participants in an unfamiliar environment. In these situations, firms are exposed to different 'institutions'--regulations, norms, and cognitive-cultural beliefs--that can increase misunderstandings, delays, and costs. Knowledge of these institutional elements is critical to create a project that is both locally sustainable and profitable for the firm. Departing from institutional theory and the knowledge- based view of the firm, we conduct exploratory research based on interviews from informants in 15 firms to identify the methods that multinational real estate developers, contractors, and engineers use to transfer and mobilize institutional knowledge for their global projects. We contribute to theory by adding to the developing literature that uses institutional theory to examine differences on global projects and by analyzing the specific methods firms use to transfer institutional knowledge internally, across projects and divisions. Ultimately, this research, combined with the work of others, can develop new processes for firms engaged in international projects to enhance their mobilization of institutional knowledge, and thereby improve the outcomes of international projects. DOI: 10.1061/(ASCE)CO.1943-7862.0000110 CE Database subject headings: Organizations; Business management; International factors; Knowledge-based systems. Author keywords: Institutional differences; Institutional knowledge; International business; Knowledge management; Organizations.

Construction engineering and management (CEM) research over the past 50 years has focused on extending and applying management and computer science approaches to minimize cost during the implementation phase of construction projects. Three emerging trends suggest the need to broaden the frame of future CEM research in several ways: (1) more integrated delivery of design, planning, construction, and operation of buildings and infrastructure requires us to broaden the focus of construction engineering and management research across the entire facility lifecycle; (2) rapid globalization of the construction industry requires new governance structures for projects that can bridge across the gaps in values, beliefs, norms, work practices, and laws between participants from different countries; and (3) heightened global awareness of, and demands for, enhanced sustainability requires new approaches, methods, and tools to incorporate sustainability issues in the early phases of the facility development process. Building on ASCE's 2006 Vision for the Future of Civil Engineering. This paper elaborates each of these three trends and draws implications for refocusing and redirecting construction engineering and management research, education, and civic leadership in the next 50 years. CE Database subject headings: Research; Sustainable development; Life cycles; Social factors; Economic factors; Environmental issues; Construction.

Global construction projects that involve collaboration between participants from multiple countries often result in unique challenges, and costs due to cross-national interactions. Case studies performed to investigate the cross-national interactions and tensions present on global projects suggest that institutional differences--differences in workplace norms, legal regulations, and cultural values-contribute to these costs. We demonstrate how institutional theory a branch of organizational theory--can comprehensively describe the cross-national challenges on global projects. We show how this theory can help practitioners to more accurately classify the cross-national issues they encounter, determine the causes behind the conflicts, and judge the relative ease with which each type of conflict can be resolved. However, there are gaps in the extant application of institutional theory that prevent us from predicting institutional conflicts on global projects and devising solution strategies. These gaps are identified and a research trajectory to understand them is proposed. This paper is aimed at starting a much-needed dialogue on the mitigation of cross-national issues on global projects, and not as a demonstration of methods to eliminate all cross-national conflicts. DOI: 10.1061/(ASCE)0733-9364(2007)133:7(517) CE Database subject headings; Case reports; Conflict; Organizations; Project management; International factors.

Global construction projects that involve collaboration between participants from multiple countries can often lead to conflicts and delays due to different cultural perceptions of acceptable levels of safety among the different project participants. The current literature has not explored the origins, extent and costs of these delays, as well as ways to remedy them on global projects. Detailed case studies of four comparable global infrastructure projects indicate that legal rules, cultural values and the prevailing economic situation in their countries of origin, influenced project participants' perception of safety. Differing mindsets on these projects clashed, leading to project delays and costs. Project participants unsuccessfully attempted to use a strategy of education to improve safety levels, and then resorted to more successful coercive strategies such as the imposition of fines. This research contributes to: practice, by identifying challenges that international contractors face when attempting to transfer safety techniques to developing countries on short-term global projects; and to theory by shedding light on cultural challenges faced on global projects. DOI: 10.1061/(ASCE)0733-9364(2007)133:7(506) CE Database subject headings; Safety; International development; Care reports; Organizational policy.

The Intelligent Real-Time Maintenance Management (IRTMM) system allows a value-based maintenance of manufacturing units. It involves the use of object-oriented software and takes into consideration the engineering and business goals. The situation assessment, planning and value analysis are the three aspects that IRTMM considers for maintenance and repairing problems. The system provides interactive analyses and requires a correct symbolic plant model.