How to Improve Interface Management Behaviors in EPC Projects: Roles of Formal Practices and Social Norms

Abstract

Interface management (IM) has emerged as an effective strategy to reduce interface-related issues and risks by facilitating communication and coordination among diverse parties, particularly in engineering, procurement, and construction (EPC) projects. This study developed and tested a theoretical model to investigate how formal IM practices, social norms (i.e., management norms and project norms regarding IM), and personal attitudes interactively affect individuals’ IM behaviors. The results show that an individual’s IM behaviors are directly driven not only by formal IM practices but also by management and project norms regarding IM. Additionally, formal IM practices have significantly positive effects on management norms, project norms, and personal attitudes toward IM. The findings of this research contribute to the IM body of knowledge by offering insights into the relationships among interface participants’ IM behaviors, formal IM practices, social norms, and personal attitudes in EPC projects. Understanding these in-depth underlying relationships can help to develop effective strategies (e.g., developing and maintaining favorable management and project norms) for motivating and supporting IM behaviors.