Improving Information Sharing in Major Construction Projects through OC and POC: RDT Perspective

Abstract

A vast amount of information is produced in each phase of major construction projects. However, extensive project lifespans and complex organizational relationships may contribute to significant information loss, attenuation, and separation during the transmission process. Consequently, some important information (i.e., regarding costs, schedules, materials, facilities, properties, etc.) may be suspended or interrupted when being passed to corresponding organizations; this seriously affects project management performance. One effective solution is to increase the amount of information sharing (IS). This study was aimed at exploring the mechanism of how organization change (OC) and process operation capability (POC) influence IS in major construction projects from the perspective of resource dependence theory (RDT). The relationships between IS, OC, and POC were examined using 444 questionnaires collected from managers working in major construction projects across Jiangsu, China. On this basis, indicators to measure OC, POC, and IS in the context of major construction projects were established. In addition, the effects of strategies that improve IS from OC and POC were quantified by combining the structural equation model (SEM) with a fuzzy cognitive map (FCM). The results showed that (1) both OC and POC have a positive impact on IS, and POC serves to mediate the influence of OC; (2) the indicators for measuring IS, OC, and POC demonstrate good reliability and validity; and (3) with mediation of POC, the effects of improvements to IS can be doubled when OC is increased, relative to implementing POC alone. This research contributes to the IS literature by demonstrating and quantifying the positive effects of OC and POC on IS from the perspective of RDT. Moreover, the identified indicators provide major construction projects with a promising tool for assessing IS, OC, and POC. Practical strategies for improving IS and managerial implications of the indicators are also discussed in the context of major construction projects.