Loughborough University
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Control modes and mechanisms in construction project teams: drivers and consequences

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journal contribution
posted on 2010-09-24, 08:57 authored by Martin TuuliMartin Tuuli, Steve Rowlinson, Tas Yong Koh
Control is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment-control incompatibility thesis, the broader question of whether control is predominantly 'controlling' or rather supportive in work environments is addressed. Drivers and consequences of control modes and mechanisms in five project teams involved in two ongoing construction projects in Hong Kong are explored. As an interpretive and exploratory study, a qualitative research design and the case study approach in particular was appropriate. Framework, category formation and cross-case analysis techniques were employed to analyse data collected through documentary analysis, passive observations and semi-structured face-to-face interviews. The exercise of control is driven by a range of factors emanating from the individual-, team-, organization- and project-level. Control modes and mechanisms also have performance-related consequences for individuals, teams and organizations and are predominantly attributable to self-based control mechanisms. Preliminary evidence of the important link between self-control/empowerment and performance is therefore provided which is instructive for the performance improvement agenda in the construction industry.



  • Architecture, Building and Civil Engineering


TUULI, M.M., ROWLINSON, S. and KOH, T.Y., 2010. Control modes and mechanisms in construction project teams: drivers and consequences. Construction Management and Economics, 28 (5), pp. 451 – 465.


Routledge (© Taylor & Francis)


  • AM (Accepted Manuscript)

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This is an electronic version of an article that was accepted for publication in the journal, Construction Management and Economics [© Taylor & Francis] and the definitive version is available at: http://dx.doi.org/10.1080/01446191003702500




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