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A grounded theory of construction crisis management

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  • Martin Loosemore

Abstract

Construction crisis management research is in an exploratory state where contemplated questions are of more value than hasty answers. For this reason, this paper is more concerned with theory formulation than theory testing. More specifically, it derives a grounded theory of construction crisis management which forms a useful basis for future research. It does so from an investigation of the complex patterns of communication and behaviour which emerge in response to construction crises. The conclusion is that construction crisis management is about the effective control of social and behavioural instability and the conflict which arises out of it. However, effective crisis management is made difficult by the in-built defence mechanisms which construction crises appear to have. The grounded theory also is contrasted with current crisis management theory and thereby, the uniqueness of crisis management in a construction context is identified.

Suggested Citation

  • Martin Loosemore, 1999. "A grounded theory of construction crisis management," Construction Management and Economics, Taylor & Francis Journals, vol. 17(1), pages 9-19.
    • Handle: RePEc:taf:conmgt:v:17:y:1999:i:1:p:9-19
    DOI: 10.1080/014461999371781
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    Cited by:

    1. Quan Lu & Zehao Cai & Bin Chen & Tao Liu, 2020. "Social Policy Responses to the Covid-19 Crisis in China in 2020," IJERPH, MDPI, vol. 17(16), pages 1-14, August.
    2. Bossink, B.A.G., 2002. "The development of co-innovation strategies: stages and interaction patterns in interfirm innovation," Serie Research Memoranda 0020, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    3. Agnieszka Czajkowska & Manuela Ingaldi, 2021. "Structural Failures Risk Analysis as a Tool Supporting Corporate Responsibility," JRFM, MDPI, vol. 14(4), pages 1-20, April.

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