Managing collaborative space in multi-partner projects

Anne Kokkonen*, Anne Live Vaagaasar

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

15 Citations (Scopus)
163 Downloads (Pure)


Collaboration across company borders in multi-partner construction projects has proven to be challenging. An increasing number of projects aim to strengthen such collaboration by collocating project members from different companies in the same physical space. Yet we know little about the management practices required for taking advantage of such a collaborative space. To begin to remedy this shortcoming, we present an in-depth case study of a hospital construction project that applied a collaborative space and focus on the management practices influencing this space. With the help of affordance theory, we identified two types of management practices and show how they transform across project phases. These management practices included designing the physical elements of the collaborative space, and creating shared collaboration practices for the space. We contribute to the construction management literature by taking the first step in conceptualizing the connections between space, management and collaboration practices in the context of multi-partner projects. We suggest managers to consider carefully what kind of collaboration practices the space is expected to enhance and plan the physical and social space to support it.

Original languageEnglish
Pages (from-to)83-95
Number of pages13
JournalConstruction Management and Economics
Issue number2
Publication statusPublished - 2018
MoE publication typeA1 Journal article-refereed


  • affordance
  • co-location
  • collaboration
  • collaborative space
  • Integrated project delivery


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