Effective Construction Site Management: A Review

Abstract

The contribution of site management to the achievement of construction performance objectives is examined. Drawing upon existing empirical data and linking them with research findings in the social sciences, the writers argue that there is often insufficient attention paid towards the range of complex and interdependent variables that can influence construction site activity. As a consequence, the predictive capacity of such research is limited, and the recommendations often derived, particularly concerning appropriate managerial actions, often fail to account for significant variability in circumstances. The applicability of the concept of “leadership” to the construction site situation, and its relationship with key component variables are singled out for attention.