The characteristics of and cornerstones for creating integrated teams

Purpose – Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects. Design/methodology/approach – This paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study. Findings – This paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known. Practical implications – The construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry. Originality/value – Team integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.