Using Grounded Theory Methodology and Rich Picture Diagrams in Analysing Value Creation in Houses of Culture Projects in Sweden

The build & tender purlieu Review, Volume 3, Special Issue 1, 2010 Using Grounded system Methodology and voluminous Picture Diagrams in analysing Value Creation in Houses of Culture Projects in Sweden Laurell Stenlund, K. Kristina. emailprotected se Lulea University of Technology, Lulea, Sweden Abstract What kind of c ar for does a reality edifice for cultural activities create for clients, spin professionals and users? One commence to understand the complexity of ongoing lickes over time is by identifying comfort-adding activities in construct processes.However, take to be added activities atomic get 18 strong to analyse e limitedly when interrelated to resources that have an immaterial character, e. g. knowledge, know how and social relations. Based on an indepth baptismal font aim of stakeholders evaluation of a twirl throw away, grounded hypothesis methodological analysis (GTM) and rich double diagrams (RPD) were used in analysing stakeholder and end-user value. Data was collected by semi-structured interviews with actors, unexclusive client, go for motorcoach, graphic designer, contractor, employee and visitors of the building and during a store with interpretive programs for unalike stakeholder groups.The results from the compend show that building a house of culture creates stakeholders and end-users value that net be categorised into human, systemal and social swell. The strength of combining GTM and RPD is demonstrated in its baron to read complex organisational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a look look with more than stakeholders with different relates and value. Keywords case study, grounded viable action method, intellectual capital, rich get word diagramsIntroduction Discussions during the last few years (e. g. Egan 1998 Finch 2000 Spencer and Winch 2002 Saxon 2005) have shown that integrating design and wrench pot entially delivers better value for money as well as better buildings, particularly when attention is paid to the full costs of a building over its whole lifetime. research on how buildings deliver better value for money during their lifetime involves complex data analysis of activities and processes. Value-adding activities consist of complex building processes performed over time.A condition for activities to be value-added is that they ar supported by resources that ar utilised and develop in a positive way (Laurell Stenlund and Horte, 1999). fit in to the resource-establish view, the resources that be difficult to imitate and replace create a competitive advantage to companies (e. g. Penrose, 1959 Grant, 1991 Hamel and Prahalad, 1994). The characteristics of these resources are described as dynamic organisational capabilities (Dosi et al. , 2008). However, value-added activities are more difficult to analyse. Resources that are immaterial, e. g. knowledge, know-how and soci al relations (e. g.Sveiby, 1997 Edvinsson and Malone, 1997) are difficult to 17 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 describe and measure. Sutrisna and Barrett (2007) argue that rich picture diagrams are tools suitable for analysing complex building processes. The purpose with this paper is to describe how grounded theory method (GTM) and rich picture diagrams (RPD) were used in analysing stakeholder and end-user value when maturation and constructing houses of culture. Empirical evidence is developed from a single in-depth case study where data was collected by interviews, archives, instruments and during a workshop.In the next section GTM and RPD methods are discussed in relation to the case study. The results from the analyses are finally presented and concluded. Theories and General Conclusions from Case Studies A researchers choice of methodology is not only a return of strategy. Researchers argue that their Weltanschauung (ontology, i. e. o ur view on how the world is constructed) and opinion of how knowledge is developed (epistemology) are behind the planned or unplanned choice of methodology and research methods.Management studies involves peoples decisions and activities and are thus influenced by rules and structures built in society as well as in the specific organisation. The constancy and the context of the studied processes are therefore important to consider (Chroneer and Laurell-Stenlund, 2006). The specific structure of grammatical construction industry, mainly project oriented organisations must find separate solutions and concepts for improving performance and efficiency according to Segerstedt and Olofsson (2010).Inter-firm processes in construction industry could be identified by the supply duress and ne tworks consisting of different supplying construction companies, e. g. architectural offices and contracting firms, engaged in the early phases of the construction project (Brochner and Kadefors, 201 0 Segerstedt and Olofsson, 2010). In the early phases of a construction project, these inter-firm processes may create a fictive chaos developing revolutionary ideas of buildings and constructions. According to Gray and Hughes (2001), the collaboration between individuals is a part of the wider collaboration between firms in the construction sector.Describing and developing a deeper understanding of these networks also requires new research methods. Case studies are commonly accepted in management studies. Yin (1994) argues that a case study with one or more cases and with different methods for data collection, both quantitative and qualitative, can be theorised and generalised. A single case study makes it possible to capture different angles and perspectives in depth found on an inductive research strategy open for uninflected generalisation and implications from a theoretical perspective rather than comparison with early(a) cases (Eisenhardt, 1989).Selection of the Case The case presented in this study is selected by the uniqueness of the building itself according to its special functional design and conditions of combining different cultural activities in one building involving art professionals with different goals. The House of Culture in Lulea was selected repayable to the researchers access to data as well as to the interest from the popular client and the construction professionals. Previous studies (for example Short et al. 007) have discussed how arts clients require additional commitment from construction professionals. Building a house of culture is in this sense an interesting cultural construction project to study. Qualitative Research Based on GTM Qualitative data analyses with GTM are here applied to describe regularities and sequences (Glaser and Strauss, 1967) for certain building projects in a given situation creating common knowledge within a specific area. 18 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010Gro unded theory was developed in the 60s by Glaser and Strauss in social medicine (Bryant and Charmaz, 2007). After a couple of years, Glaser and Strauss went in two different directions. Strauss revised the methods where data was interpreted by the researcher (Alvesson and Skoldberg, 2000). Glaser, on the new(prenominal) hand, continued to develop the classic grounded theory with analytical methods for qualitative data coding with an inductive approach but also including methods for deduction and abduction, i. e. methods for developing and testing theories (Glaser, 1992).Grounded theory refers to the result of employ grounded theory method according to Bryant and Charmaz (2007). The results should be traceable back to the verifiable data and the studied phenomena (Sutrisna and Barrett, 2007). In this paper GTM is applied with an inductive approach (Miles and Huberman, 1994). The purpose of using GTM in this study was to investigate what kind of stakeholder value is created when bui lding a house of culture. Stakeholder value is the key fruit variable in this study with the purpose of visualising stakeholders different value in the building process.Data collection and data analysis based GTM Both quantitative and qualitative data collection methods were used in the case study. The total data collection was broad and open based on several methods, i. e. integrative focus groups, participatory observations, archive data, documents, semi-structured interviews and a survey (Yin, 1994, p. 80). According to the Swedish principle of free access to public records all archive data from the construction project was available and could be analysed.The analyses presented in this paper are mainly based on 17 semi-structured interviews with actors with different interest in the construction project, building documents and data from a workshop with internal and external stakeholders (Table 1, Appendix). The interviews were put down and transcribed. After transcription, the interviews were analysed by coding the respondents activities chronologically in building processes. The interviewed respondents were belonging to different stakeholder groups with different roles in the construction sector as well as in society.Internal stakeholders, active in the construction sector may on the one hand act as clients, financiers and users, on the demand side, and on the other hand act as architects, engineers, contractors and materials suppliers, on the supply side, in the specific construction project (Winch, 2002, p. 67). out-of-door stakeholders also have a direct interest in the project and can be broken down into private actors (e. g. local residents) and public actors (e. g. local government) (ibid. ). In Table 1 the respondents are presented unneurotic with their stakeholder classification and role in the project by their title.Table 1 Data collection the House of Culture Semi-structured interviews, no 17 Internal stakeholder/Public client-municipality Mu nicipal commissioner (Cmc080401) Municipal employee (Cme070905) Project manager (Chp080117) Participants, Workshop 20090331 Client Municipal commissioner (Cmc) Client/End-user Municipal Culture Chairman (CEcc) Secondary data Feasibility study A 2002-08-15 19 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Project leader (Cpl080220)Client/End-user Cultural manager (CEcm) Client/End-user Municipal Technical moderate (CEtc) Client Project manager (Chp) conceptioner Architect (DA) Constructor Manager construction caller-out (Com) Constructor Project leader in construction company (Cop) Industry The Swedish Construction Federation, Region North (BI) End-user Concert Hall manager (Echm) End-user Art Hall manager (Eam) Feasibility study B whitethorn 2003 Internal stakeholder/Municipal and cultural organisations Cultural manager (CEcm070601,080117,080925) Library manager (Elm081006) Concert Hall manager (Echm081005) Art Hall manager (Eam081015) Planning document 20 03-12-22Project directive 2003-10-20 External stakeholder/Contractor Manager construction company (Com071004) Project leader in construction company (Cop080930) Brief for architectural competition 2003-12-22 External stakeholder/Designer Architect (DA081002) End-user Tourist manager (Etm2) End-user 2 Peoples Parks and Community Centres (Eppc) End-user Orchestra member (Epo) External stakeholder/ End-user 2 citizens (Eci) Commercial organisations Tourist manager (Etm081022) Business manager (Ebm081023) End-user/Citizens, public and visitors Orchestra member (Epo070905), Public (Eci, 2090330) Reference Group MeetingsThe public client as well as the construction professionals participated in the process of evaluating the effects of the construction project and the use of the building. They participated in so called reference group meetings and focus group interviews. During the research project four reference group meetings were carried out with two representative from the public clie nt one initiating the project and one internal end-user of the building, one representative from the construction company, two representatives from construction industry and one representative from a non-profit cultural organisation together with three academic researchers.During these meetings the first evaluation results were presented and discussed. The relevance of the results was discussed and new questions developed for further investigations. 20 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Focus Group Interviews The empirical data was first coded and summarized and then confirmed and discussed by the practitioners. The focus group interviews were conducted more specific regarding a subject where the participants were asked a question that was answered individual in the group, by each of the respondents and then discussed within the group.The five focus group interviews were performed in accordance with the reference group meetings and one at another t ime. Workshop A workshop was performed with respondents representing the stakeholders of the construction project as presented in Table 1. The workshop consisted of two parts. The first was to present the results from the descriptive analysis of the construction project to implement the results back to construction industry. The second part was to develop a tommyrot line of the construction project based on the stakeholders advantageful factors describing the success of the building.Open coding First Level From the data analysis based on the interviews, a tosh of the building process come outd. This story was built by the respondents and confirmed by all respondents when summarized in a case study report (Laurell Stenlund, 2010). deep down this story different activities were specifically mentioned by different actors due to their significant influence on the performance of the construction projects as well as on the effects of the final building according to the respondents. These activities were confirmed by archive data and found in the construction projects documentation.There are different views about how categories emerge from the analysis, e. g. let the data talk or if the researcher is shaping the categories (Bryant and Charmaz, 2007). In this study, no specific and objective theoretical frameworks were ready to pick. They were instead developed during analysis. mark was in the first step based on a preliminary theoretical framework consisting of different phases of the building process. The activities were then categorised, based on their empirical characteristic, first in relation to the different stages in the construction project, e. . communication during design between architect and library manager and secondly in themes due to their organisational belonging, i. e. the content of the activity, for example, communication regarding specific functional solutions within the library between the architect and the library manager strategical bri efing during the design phase. The resulted value-adding activities are presented in Table 2 below. Table 2 Value-adding activities in building houses of culture Activities in the briefing process related to strategic briefing The feasibility study 2002 and 2003 a. he rejection of the first proposal consisting of private and public investors in the construction project b. the developing of the second proposal of combining different cultural activities in one building The political decisions 2003 a. political agreement on building a new house for the existing public library, the public art aim and a new concert hall 21 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 b. political initiatives of starting the construction project The development of the project directives with requirement regarding a. ost b. time c. responsibilities The development of the strategic brief a. overall vision and goals for the building and building performance b. end-users functional requirements, needs and desires c. go criteria for participating in the architectural competition d. order-winning criteria for the architect The clients procurement decision a. design-bid-build based on a architectural competition b. architect creating a design team with client c. contractors relation to client during construction Open coding Second LevelThe second analysis was based on a preliminary theoretical framework (Values surrounding the House of Culture, developed from Boyd and Chinyio, 200680) where the clients requirements were coded to different stakeholder groups, and stakeholders value were coded in relation to project and product (Laurell Stenlund et al. , 2009). Coding into rich picture diagrams and general themes The third categorisation was an analysis of the value-adding activities performed by actors within the construction project as well as by end-users in the final building.Here the general themes developed by Sutrisna and Barrett (2007) were applied when c oding the data into the rich picture diagram for further analysis of developed intellectual capital. This analysis is presented in the following section. Intellectual capital in rich picture diagrams Sutrisna and Barrett (2007) found that the use of the multiple case study approach was in agreement with the principles of GTM, i. e. that it relies on multiple sources and constant comparison of empirical data for the purpose of theory building.However, when using multiple case studies and GTM, the cross-case analysis can be found overwhelming and difficult to grasp all at once, according to Sutrisna and Barrett (2007). Therefore the rich picture diagram is suggested by Sutrisna and Barrett (2007) as an analytical tool in data analysis and here applied when analysing the development of intellectual capital in construction projects. 22 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Rich picture diagrams Firstly, the value-adding activities of the successful constr uction project, were used as a basis to develop a rich picture diagram.The activities were coded in accordance with the general themes developed by Sutrisna and Barrett (2007). Secondly, the results from the workshop were included into the rich picture diagram. During the workshop, each stakeholder representative presented their three most important success factors, written on post-it-notes in four dimensions, namely strategic with external (market) perspective strategic with internal (vision and financing) perspective operating(a) with external (customer) perspective and operational with internal (organisational and cost) perspective.For the purpose of the workshop, the four dimensions were related to the general themes developed by Sutrisna and Barrett (2007). The notes were then transformed into the same rich picture diagram as the story line of the construction project. Intellectual Capital The intellectual capital sticker consists of identifying financial, human, social, custo mer and organisational value (Sveiby, 1997). Identifying and visualizing intellectual capital are problematic and discussed for many years. Research with focus on intellectual capital started intensively during the 90s within the field of accounting.The Balanced Scorecard, developed by Kaplan and Norton (1993), The Intangible Assets Monitor, developed by Sveiby (1997) and The Skandia IC mannequin with the worlds first public intellectual capital annual report, as a supplement to the financial report (Edvinsson and Malone, 1997), are examples of management models categorising, beat and valuing companies tangible and intangible resources and assets. Edvinsson and Malone (1997) describe the companys intangible assets as those that have no physical existence but are still of value to the company.Typically, they are long term and cannot accurately be valued until the company is sold. Measurement of intellectual capital is thus difficult. According to Mouritsen (2009), it is not possib le for an organisation to copy its intangible properties in a number yet it is necessary because it allows intervention to happen since it develops a wholly new set of dimensions to manage. Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the name of intellectual capital (Mouritsen, 2009).Analysing Intellectual Capital in Rich Picture Diagrams In the rich picture diagram value-adding activities in the building process together with stakeholders value of the construction project and building in use are pictured in a story line of building a house of culture as presented in Figure 1. In Figure 1, number 1 describes activities creating human capital in the municipality. Here the municipal commissioner contend an important, entrepreneurial client role. This is seen as a distinctive feature in the case.Human capital was developed in a creative process of finding a new solution to an old demand, the need of a concert hall, and also driving the political process to a building decision of building a house of culture by combining the library, the hall of arts and the concert hall. The decision was a result of a more than 60-year-long discussion in the municipality, where special interest organisations argued for and against a new concert hall in the city. Human capital is measured in the individuals knowledge and experiences creating a skill within the organisation (Sveiby, 1997 Laurell Stenlund, 2004).The development of construction industry, with advanced technol- 23 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 ogy put a pressing on actors capabilities to adapt to these new technologies. However, construction industry also relays on actors capabilities to create new ideas, new technologies and new types of buildings, as shown in this case were the public client was using his competence, based on political e xperience as well as on his skills from construction industry.Figure 1 The story line of a successful construction project visualising created intellectual capital Number 2 in the throw describes the activities related to the development of the brief for architectural competition, based on the vision of the building together with the transformation of the public clients requirements into building political platforms, e. g. functional and technical specifications. The public clients role during the development of the building programme was important.Different employees in the clients organisation were involved in the development of the feasibility studies taking political decisions and developing the project directives with requirements regarding cost, time and responsibilities. In the brief for architectural competition, the public client formulated the overall vision and goals for the building and the end-users functional requirements. People from the artistic organisations were partly involved in this strategic briefing process.The process, in the figure illustrated with dotted arrows, illustrates how the clients representatives, foremost the project manager together with the architect, worked together with actors responsible for art and library activities. This work should also be seen as a strategic briefing process performed in the project during the design phase. The public clients procurement decisions regarding the architectural competition made it possible for the architect to create a dream-team of consultants working together with designing the building.The bid-to-build procurement decision engaged a contractor, with the ambition to develop new knowledge within their own construction organisation concerning technical solutions in the building of concert halls. Here the municipality created organisational capital in measures of communication, trust and business relations (Sveiby, 1997) between actors in the local construction industry. The organisa tional capital belonging to the public client has created new construction projects in the community, even during recession, when normally no construction projects should have stated.Finally number 3 in the figure describes how the public clients decisions had an impact on creating social capital in the community. This is closely related to the clients ambitions to create a building with symbolic value and also to the distinctive feature of having created future beliefs in the city. Social capital is described in terms 24 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 of change in attitudes, but also in terms of economic value regarding new rail line opportunities, development of organisational and business activities.End-users participating at the workshop expressed their view of the building in use in terms of social value. They valued the throng of cultural activities in the building as well as the building is easy accessibility, aesthetics, comfort, safe with a central location in the city. The social capital developed by building a house of culture in the community is described by the public client as valuable for the cities development in the future, not only because of its cultural activities, but also because of the buildings architecture and location. DiscussionFrom the results of analysing value-added activities and stakeholders value in a story line, the distinctive features for this specific construction project illustrates three key competencies generating human, organisational and social capital firstly the human capital based on the public clients political and construction knowledge and skills in the pre-phase of the construction project secondly the organisational capital based on the actors competencies of interacting when developing the strategic brief involving internal and external stakeholders goals and visions, during the onstruction project and finally the social capital based on the buildings multifunctional ac tivities, its architectural design and its central location in the city, when building in use. From the results, one could determine certain success factors and key competencies that should be maximized. These success factors and key competencies could in turn be grouped into a number of distinct areas of focus such as financial, human, customer, process, renewal and development. within each of these areas of focus, one could identify numerous key indicators to measure performance.Previous research studies have shown that companies and organisations have to identify their own relevant key indicators and success factors and relate them to their specific activities and resources when making the tools usable in management decisions (Laurell Stenlund, 2004 Anumba et al. , 2005 Roos et al. , 2005). Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the nam e of intellectual capital (Mouritsen, 2009).Conclusions Stakeholder value is the key variable in this study with the purpose of visualising stakeholders different value in the building process. From the results of the study, intellectual capital developed during the construction project has been visualised in terms of human, organisational and social capital. Houses of culture, public buildings for cultural activities, enable meeting places for citizens as well as they provide places for cultural events and spaces for creativity as well as they contribute to the development of new cultural activities.The outcomes were found useful when implementing the results back to the studied client organisation and the actors in the project team as well as they can be used to better understand the situation, formulating improvement as well as a platform for future research. The strength of combining GTM and RPD is demonstrated in the top executive of the methodology in studying complex organis ational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a construction project with many stakeholders with different interests and value. 5 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 References Alvesson, M. and Skoldberg, K. (2000) Reflexive methodology new vistas for qualitative research, capital of the United Kingdom Sage. Anumba, C. J. , Egbu, C. and Carrillo, P. (2005) association Management in Construction, Oxford Blackwell Publishing Ltd. Boyd, D and Chinyio, E (2006) Understanding the construction client, Oxford Blackwell Publishing Ltd. Bryant, A. and Charmaz, K. (2007) The SAGE handbook of Grounded Theory, London SAGE Publications Ltd. Brochner, J. and Kadefors, A. 2010) Varden och vardekedjor inom samhallsbyggande, forstudie. 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