( 1970) Social interaction basis of cooperators' and competitors' beliefs about others. ( 1979) Personal relationships: Their structure and processes. Academy of Management Review, 9, 684–695.
SEQUENTIAL INTERDEPENDENCE FREE
( 1984) Task visibility, free riding, and shirking: Explaining the effect of structure and technology on employee behavior. Journal of Experimental Social Psychology, 18, 557–580. ( 1982) Seniority in the generational transition of laboratory groups. Journal of Personality and Social Psychology, 39, 431–448. ( 1980) Social evolution and the emergence of leadership. Academy of Management Journal, 13, 236–252.
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Administrative Science Quarterly, 14, 378–397. ( 1969) Operations technology and organization structure: An empirical reappraisal. Academy of Management Journal, 27, 221–246. ( 1984) Technology, structure, and workgroup effectiveness: A test of a contingency model. Academy of Management Journal, 22, 532–552. ( 1982) Technology-structure research: Three critical issues. Academy of Management Journal, 22, 601–610. ( 1979) Institutional versus questionnaire measures of organizational structure: A reexamination. Administrative Science Quarterly, 17, 1–17. ( 1973) Organizational structure and strategies of control: A replication of the Aston study. Academy of Management Review, 11, 428–441. ( 1986) Transaction cost analysis of service organization-customer exchange. ( 1984) A model of the distributor's perspective of distributor-manufacturer working relationships. (Eds.), The handbook of social psychology (3rd. ( 1985) The historical background of social psychology. Administrative Science Quarterly, 17, 26–43. ( 1972) Technology and organizational structure: A reexamination of the findings of the Aston group. The reciprocal interdependencies in construction require more frequent and direct interaction among the involved actors to enable mutual adjustments among the firms whose activities and resource use need to be coordinated. A main implication for practice is that focusing on better planning in order to deal with activities that are mainly subject to sequential interdependence, is insufficient. This is because these models emphasise integration of activities that are subject mainly to sequential interdependencies while the pattern of interdependence is very different in construction. Originality/value: The main theoretical argument put forward in this paper is that the application of SCM models developed for other industrial contexts such as the automotive industry, are problematic to use in the construction industry. The combined effects of these interdependencies challenge traditional SCM recommendations, such as moving activities from the site to the factory.
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In addition to sequential interdependence it describes and illustrates pooled interdependence based on joint resource utilisation, reciprocal interdependence among activities undertaken at the construction site, and interdependence owing to synchronisation of many supply chains in relation to each and every construction project. Findings: The paper concludes that the strong emphasis on coordination of sequential interdependence within individual supply chains does not fit with the complex interdependencies present in and among supply chains and projects in construction. This description reveals extensive coordination among a number of companies and features interesting examples of the consequences of the interdependencies identified. A case study approach is used for illustrating the production and subsequent delivery and installation of plasterboards to a specific construction project. Design/methodology/approach: The paper is developed as part of two ongoing research projects on supply chain management (SCM) in construction. Purpose: The aim of this paper is to inquire into the management of construction supply chains by directing attention toward the different types of interdependencies that exist in such chains and in construction projects.