These two views converge in their aim to deliver superior value by assembling, integrating, and
harnessing all the collective skills and capabilities of clients and their supply chains. Both
views, however, fail to consider or address the socio-technical problems affecting the
performance of multidisciplinary teams. Integrated teams in construction are usually coalitions
of representatives from various organizations that have different cultures and organization of
work. They are often brought in together for the first time and are assigned to the project on a
temporary basis. In contrast, integrated teams in the manufacturing industry are usually teams
that have worked together for a long time on multiple projects. They share the same culture and
organization of work and design processes. This is why there is a high risk that design coalitions
may not perform as well, or even be dysfunctional. Recent research on intra-teams boundaries
within design-build projects (Moore and Dainty, 2001) supports this assertion. There is a need
to provide a better empirical and theoretical ground to understand the dynamics of integrated
teams in construction and the influence that procurement can have on their performance.
Research Methodology