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Organizational motivation and inter-organizational interaction in construction innovation in Singapore

Author

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  • Mohammed Fadhil Dulaimi
  • Florence Ling
  • Arun Bajracharya

Abstract

This paper examines the individual firm's motivation to adopt innovation in a construction project, and the inter-organizational interactions of relevant parties involved in innovation. Based on the theory of organizational motivation and inter-organizational relationships, seven hypotheses are set out. These hypotheses are tested using a structured questionnaire, and data were collected via a postal survey. From the results, it is concluded that an innovative proposal may be successfully implemented in the project if effort is put into carrying the innovation through, and there are high expected goals, favourable,results and high commitment. Firms need to be motivated to adopt the innovation, be optimistic about the results and exert additional effort. Incentives for the supporting parties need to be substantial to persuade them to participate in the innovation. In addition, the innovation should be designed such that it could draw all upstream and downstream parties together, and all their interests are looked after in the project.

Suggested Citation

  • Mohammed Fadhil Dulaimi & Florence Ling & Arun Bajracharya, 2003. "Organizational motivation and inter-organizational interaction in construction innovation in Singapore," Construction Management and Economics, Taylor & Francis Journals, vol. 21(3), pages 307-318.
    • Handle: RePEc:taf:conmgt:v:21:y:2003:i:3:p:307-318
    DOI: 10.1080/0144619032000056144
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    References listed on IDEAS

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    1. Nelson P. Repenning, 2002. "A Simulation-Based Approach to Understanding the Dynamics of Innovation Implementation," Organization Science, INFORMS, vol. 13(2), pages 109-127, April.
    2. Gann, David M. & Salter, Ammon J., 2000. "Innovation in project-based, service-enhanced firms: the construction of complex products and systems," Research Policy, Elsevier, vol. 29(7-8), pages 955-972, August.
    3. John D. Sterman & Nelson P. Repenning & Fred Kofman, 1997. "Unanticipated Side Effects of Successful Quality Programs: Exploring a Paradox of Organizational Improvement," Management Science, INFORMS, vol. 43(4), pages 503-521, April.
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    Cited by:

    1. Na Zhao & Congcong Lei & Hui Liu & Chunlin Wu, 2022. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach," Sustainability, MDPI, vol. 14(15), pages 1-21, July.
    2. Kumar Virender & Pandey Amrendra & Singh Rahul, 2023. "Project success and critical success factors of construction projects: project practitioners’ perspectives," Organization, Technology and Management in Construction, Sciendo, vol. 15(1), pages 1-22, January.
    3. Hui Li & Nazir Sajjad & Qun Wang & Asadullah Muhammad Ali & Zeb Khaqan & Shafi Amina, 2019. "Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes," Sustainability, MDPI, vol. 11(6), pages 1-21, March.
    4. Shareef, Mahmud A. & Dwivedi, Yogesh K. & Wright, Angela & Kumar, Vinod & Sharma, Sujeet K. & Rana, Nripendra P, 2021. "Lockdown and sustainability: An effective model of information and communication technology," Technological Forecasting and Social Change, Elsevier, vol. 165(C).
    5. Barlow, James & Köberle-Gaiser, Martina, 2008. "The private finance initiative, project form and design innovation: The UK's hospitals programme," Research Policy, Elsevier, vol. 37(8), pages 1392-1402, September.
    6. Ibuchim Cyril Ogunkah & Junli Yang, 2013. "Factors Affecting the Selection of Low-Cost Green Building Materials in Housing Construction," International Journal of Sciences, Office ijSciences, vol. 2(09), pages 41-75, September.
    7. Scharmann, Anne, 2024. "Innovation collaboration between family firms and startups: Insights from the German construction industry," Junior Management Science (JUMS), Junior Management Science e. V..

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