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Expo Village project, Social Network Analysis, UCINET software. 1 Introduction. In recent years, large projects are gradually increasing in number and ...
2012 International Conference on Management Science & Engineering (19th) September 20-22, 2012 Dallas, USA

Organizational Communication of Shanghai Expo Village Project Based on Social Network Analysis HE Qing-hua,LUO Lan,LI Yong-kui,ZHANG Shi-qi,LU Yun-bo

School of Economics and Management, Tongji University, P.R.China, 200092 Research Institute of Complex Engineering Management, Tongji University, P.R.China, 200092 The social network formd through transforming of instructions, contracts, information, and knowledge among different participants of large projects, their mutual coordination highlights the overall function[6]. However, there're not enough research on network-based organizational communication and structural relationships between all kinds of organizations[7]. Therefore, this paper took the Expo Village project as an example to analyze organizational communication network density, centrality and clique of large projects in the perspective of Social Network Analysis. This can help us understand the nature of organizational communication of large projects, and provide a reference to organizational design and communicational management.

Abstract: Taking the Shanghai Expo Village project as an example, based on UCINET software, analyzed communication network density, centrality and clique among organizations of large projects in the perspective of social network analysis. Conclusions were made as following: The overall communication network density is relative high, but the times of communication varies dramatically between different participants; The communication performance of project coordination meetings is better than project regular meetings; The centrality of project management team is quite high, which means it has the biggest power in the communication network, but that will affect the overall communication efficiency. And some related teams may form some cliques in the communication network and these cliques will affect the communication, the actor who appears in almost every clique plays an important role in the communication network. The research can provide reference for organization design and communication management for large projects. Keywords: organizational communication, Shanghai Expo Village project, Social Network Analysis, UCINET software

2 Theory of SNA Because of enormous scale and many participants of large projects, communication relationships among these different participants are particularly complex[8]. Fortunately social networks among these organizations play a central role[9-10]. The social nature of project organization requires organizational flexibility in the dynamic social environment, as a result, more and more scholars started to pay attention to inter-organizational network and social characteristics of project organization[11]. The Social Network Analysis (SNA), as a sociological research method, is committed to break down the traditional "black box” and analyze the mutual relationships among organizations from the macro- and micro-analysis[12]. Through quantitative analysis of the status and the role of actors in the network, effective control of the project objectives was achieved[13]. According to previous research[14-16], the structural factors that affect the communication network of large projects are summarized as communication network density, centrality and clique. (1) Communication network density Network density refers to the degree of contact members interacting with each other in the network, high density means that links between any member of network are more, and it's the same in reverse[17]. In the actual project, the communication network density is higher, the communication among the various

1 Introduction In recent years, large projects are gradually increasing in number and expanding in scale, and the complexity is more and more obvious[1-3] . However, compared to small-scale projects, large and complex projects are difficult to predict the results, and the expected value is changed in a large range, while the project manager is obviously incapable of successfully managing the whole project implementation process, all of which result in the phenomenon of investment cost overruns and schedule delays[4]. Actually, large projects have long duration and many participants, the communication relationship between these various participants is extremely complex, so the communication efficiency affects the overall performance of project directly[5]. Supported by the National Natural Science Foundation of China(70972071,70902045,71002019) and the Humanities and Social Science Found of Ministry of Education(09YJAZH067) 978-1-4673-3014-5/12/$31.00 ©2012 IEEE

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stakeholders suffers from the constraints of the network structure more obviously, and the autonomous behavior of single stakeholder is weaker. Therefore, strengthening the social network density of stakeholder is an effective strategy which can stabilize the regulation of relations among stakeholders[18-19]. The computational formula of density is in (1). (1) Density = L /[ N ( N − 1)] L means the number of arrows (contact) in the network. Density is the value between 0 and 1, the higher density means the link between the individual is more closely, and the organizational cohesion is high. (2) Communication network centrality "Centrality" is one of the key points in the social network analysis, indicating the power and position of individual or organization in social network. Communication network centrality includes Degree Centrality, Betweenness Centrality and Closeness Centrality. (3) Communication network clique The isolated and closely related groups constitute a sub-group, or clique. Generally, group have certain cohesion, which is reflected on members in group who have a sense of identity and belonging. A high degree of cohesion can enhance the achievement of group goals, promote members to follow the norms of group and have members' self-confidence, and thus affect the group's work efficiency.

have not enough information. Finally get 217 effective meeting records after screening, as shown in Tab.1. From Tab.1 we can see that, there're all 217 meeting records as code D1-D74, and 74 participants include all departments of owner, design units, construction units, consultant units, and various ancillary and sub-units. Then the UCINET6 software is used to analyze these data.

4 Results analysis

3 Methodology In the reality, the exchange of information and knowledge among organizations is achieved through lots of project meetings, such as project regular meetings, project coordination meetings, planning and design meetings and special meetings[20]. And these meetings in fact provide enough information to ensure the whole project operate effectively. Therefore, taking the Shanghai Expo Village project as an example, this paper analyzes communication network density, centrality and clique by analyzing these meetings data to research organizational communication of large projects in the perspective of Social Network Analysis. Shanghai World Expo Village covers about 294,000 square meters, includes 10 plots as plot A-K (except G). And its participants include five design units, six construction units, five construction supervision units and three investment supervision units. 1549 meeting records of World Expo Village were collected which described the participating units, persons, time and discussion matters in detail. In order to discuss the inter-organizational communication, we assumed that in one meeting, as long as one person of the organization participated in, this organization is marked as 1, if unattended, marked as 0. Because of the limited time and capacity, this paper selects 363 meeting statistical data of plot A to analyze. These records were abandoned which

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4.1 Communication network density analysis In order to get the meeting communication network diagram, use UCINET6 to generate Bipartite Two-Mode Graph based on the original 217 x 74 bipartite matrix. The communication network diagram of plot A of Shanghai Expo Village project is shown in Fig.1. And generate all communication relationship among organizations, as shown in Fig. 2. After calculation, the network communication density of the whole project is 4.3328, and the standard deviation is 14.9429. It means that the average times of communication among organizations is 4.3, which reflects full communication, but the standard deviation 14.9 illustrates diverse differences of communication in different organizations. And then calculate communication network density of project regular meetings, project coordination meetings, planning and design meetings and special meetings, and these diagrams of communication network are shown in Fig. 3-6. Through calculation can get the average density of communication network of the four different types of meetings, as shown in Tab.2. Tab.1 Data declaration Types of Meetings

No.

Number

project regular meetings

2411001-2411126

126

project coordination meetings

2412001-2412031

31

planning and design meetings

2435001-2435038

38

special meetings

2442001-2442022

22

Total

217 Tab.2 Communication network average density of different types of meetings

Types of Meetings

Network Average Density

Standard Deviation

project regular meetings project coordination meetings planning and design meetings

9.5614

17.2227

10.9529

10.0874

0.4845

1.1944

special meetings

1.1155

2.3765

Fig.1 Communication network diagram of plot A of Shanghai Expo Village project

Fig.2 Communication network diagram between construction units concerned

Fig.4 Communication network of project coordination meetings

Fig.3 Communication network of project regular meetings - 12 -

From Tab. 2 we can see communication densities of project regular meetings and project coordination meetings are high. Project regular meetings are held regularly, so its high density is reasonable. But we also see the density of project coordination meetings is higher than project regular meetings, and the standard deviation is also smaller, so we can judge the communication efficiency of project coordination meetings is better than project regular meetings. So in the future, large projects should reduce the times of project regular meetings, but increase the times of project coordination meetings. And the communication density of planning and design meetings is very low, which is related to independence of the works, because most of the planning and design meetings are not associated with other units. But the density of special meetings is higher than planning and design meetings, the reason is special agenda usually need more departments' participation.

communication network. After analyzing, we found that these units are construction unit, project management team hired by owner, supervision unit and the planning & design department of owner. The result is consistent of our understanding on importance of participants, and these units are still play a decisive role in construction at present. But at the same time, it also means that these units take too much important responsibility in organizational communication that they will cut down the information flow rate. And the whole communication network dependent on such several units entirely, which may not be very favorable for large project. And the data shows that Betweenness centrality of D26 is in the top five. Actually, the unit is owner's project construction, and the high Betweenness centrality means the important role in communication. From Tab.4 we can see that, about the project regular meetings, the units of highest centrality in turn are D1, D6, D14, D3 and D2, which is different from centrality of the whole communication network. The centralities of D3 and D4 are in top five, we find they are design unit and construction unit, which is consistent with the attributes of the project regular meetings. From Tab.5 we can see that, about the project coordination meetings, the units of highest centrality are D1, D3, D6, D12 and D14, they are project management team, design unit, supervision unit, project contractor and construction unit, which is consistent with the attributes of project coordination meetings, because the majority of engineering problems exist in the process of these units participated in. From Tab.6 we can see that, about the planning and design meetings, the units of highest centrality in turn are D16, D1, D3, D12 and D6, and they are the planning & design department, project management team, owner's design unit, construction unit and supervision unit, which is not much different from other meetings. It is worth that the planning & design department of owner takes first position, which is closely related with that all the design changes need approval of owner's planning & design department. During the actual construction process, the planning and design department is also the publisher of this kind of information, so its highest position is also accords with practice. From Tab.7 we can see that, about the special meetings, the centrality of two units as D34 and D29 increase quickly, actually they are the owner' finance department and design adviser. It coincides with the reality because the special meetings are usually about the change of technology or design.

4.2 Communication network centrality analysis Use UCINET 6 to analyze communication network centrality based on all the meeting records, as shown in Tab.3-7. From Tab.3 we can see that, about the whole project meetings, the centrality of D1, D2, D6, D12 and D16 are maximum in all the communication documents, which shows that these units have an important position in

4.3 Communication network clique analysis Project communication network after conversion is a multi-valued matrix, we need to turn this matrix into binary matrix to analyze easily. Because the whole project lasted nearly three years, and had many participants, and the total times of communication meetings is too large to take C value as 20 to analyze clique, as shown in Tab.8.

Fig.5 Communication network of planning and design meetings

Fig.6 Communication network of special meetings

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Tab.3 Communication network centrality of whole project Unit code

Degree

Closeness

Betweenness

Unit code

Degree

Closeness

Betweenness

D1

90.411

91.25

12.372

D28

17.808

54.887

0

D6

84.932

86.905

13.23

D7

17.808

54.478

0.018

D16

75.342

80.22

6.832

D8

17.808

54.478

0.018

D2

73.973

79.348

5.904

D51

16.438

54.478

0.417

D12

71.233

77.66

4.721

D9

16.438

54.074

0

D29

65.753

74.49

4.198

D17

15.068

53.676

0

D3

65.753

74.49

4.073

D39

15.068

53.676

0

D15

60.274

71.569

2.884

D65

15.068

53.676

0

D26

60.274

71.569

6.059

D66

15.068

53.676

0

D34

58.904

70.874

2.894

D67

15.068

53.676

0

D21

56.164

69.524

2.315

D68

15.068

53.676

0

D14

54.795

68.868

1.152

D69

15.068

53.676

0

D18

52.055

67.593

0.863

D40

13.699

53.285

0

D13

50.685

66.972

1.016

D70

13.699

51.773

0

D19

49.315

66.364

0.555

D71

13.699

51.773

0

D33

49.315

66.364

1.293

D72

13.699

51.773

0

D5

47.945

65.766

0.783

D20

12.329

52.899

0

D10

46.575

65.179

1.021

D23

12.329

52.518

0

D11

43.836

64.035

0.759

D47

12.329

53.285

0.072

D22

42.466

63.478

0.444

D52

10.959

52.899

0.004

D27

42.466

63.478

0.543

D42

9.589

50.345

0

D30

42.466

63.478

0.223

D57

9.589

52.518

0

D45

41.096

62.931

0.51

D61

9.589

51.049

0

D38

39.726

62.393

0.191

D43

8.219

51.773

0

D31

35.616

60.833

0.043

D48

8.219

51.773

0

D36

32.877

59.836

0

D44

6.849

50

0

D49

30.137

58.871

0.16

D46

6.849

47.712

0

D41

27.397

57.937

0

D60

6.849

50.694

0

D37

23.288

56.589

0

D63

6.849

51.408

0

D4

23.288

56.154

0.096

D64

6.849

50

0

D53

23.288

56.589

0.262

D73

6.849

51.408

0

D24

21.918

56.154

0

D54

5.479

48.667

0

D25

21.918

56.154

0

D55

5.479

48.667

0

D50

21.918

56.154

0

D56

5.479

48.667

0

D32

19.178

55.303

0

D58

5.479

49.66

0

D35

19.178

55.303

0.065

D59

4.11

44.242

0

D62

19.178

55.303

0

D74

4.11

50.345

0

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Tab.4 Communication network centrality of project regular meetings Unit code

Degree

Closeness

Betweenness

Unit code

Degree

Closeness

Betweenness

D1

100

100

4.598

D31

65.789

74.51

0.152

D6

100

100

4.598

D33

63.158

73.077

0.02

D14

94.737

95

3.256

D38

65.789

74.51

0.381

D3

92.105

92.683

2.844

D34

60.526

71.698

0

D2

92.105

92.683

3.111

D36

60.526

71.698

0

D13

89.474

90.476

2.791

D37

42.105

63.333

0

D15

86.842

88.372

1.915

D24

42.105

63.333

0

D18

86.842

88.372

2.014

D25

42.105

63.333

0

D21

81.579

84.444

1.262

D4

44.737

64.407

0.349

D5

84.211

86.364

2.29

D32

36.842

61.29

0

D10

84.211

86.364

2.41

D28

34.211

60.317

0

D19

78.947

82.609

1.01

D39

28.947

58.462

0

D16

78.947

82.609

1.165

D7

34.211

60.317

0.063

D12

78.947

82.609

1.095

D8

34.211

60.317

0.063

D22

73.684

79.167

0.488

D17

28.947

58.462

0

D26

73.684

79.167

0.488

D9

31.579

59.375

0

D11

78.947

82.609

1.825

D40

26.316

57.576

0

D29

71.053

77.551

0.386

D20

23.684

56.716

0

D30

71.053

77.551

0.445

D23

23.684

56.716

0

D27

65.789

74.51

0.1

Tab.5 Communication network centrality of project coordination meetings Unit code

Degree

Closeness

Betweenness

Unit code

Degree

Closeness

Betweenness

D1

100

100

0.779

D5

95.652

95.833

0.543

D3

100

100

0.779

D18

95.652

95.833

0.543

D6

100

100

0.779

D2

91.304

92

0.181

D12

100

100

0.779

D27

91.304

92

0.181

D14

100

100

0.779

D33

91.304

92

0.264

D15

100

100

0.779

D30

86.957

88.462

0.021

D21

100

100

0.779

D34

86.957

88.462

0.021

D29

100

100

0.779

D49

86.957

88.462

0.132

D45

100

100

0.779

D41

82.609

85.185

0

D19

95.652

95.833

0.46

D50

65.217

74.194

0

D38

95.652

95.833

0.46

D10

56.522

69.697

0

D16

95.652

95.833

0.464

D31

56.522

69.697

0

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Tab.6 Communication network centrality of planning and design meetings Unit code

Degree

Closeness

Betweenness

Unit code

Degree

Closeness

Betweenness

D16

78.947

45.783

17.645

D49

18.421

35.849

0.211

D1

71.053

44.186

11.705

D43

15.789

34.862

0

D3

65.789

43.182

11.118

D19

15.789

35.514

0

D12

60.526

42.222

6.501

D2

18.421

33.929

0

D6

60.526

42.222

11.722

D35

18.421

33.929

0

D26

52.632

40.86

11.49

D42

18.421

33.929

0

D29

42.105

39.175

1.98

D14

13.158

33.929

0

D15

39.474

38.776

2.102

D22

18.421

34.234

0.142

D51

31.579

37.624

1.466

D11

13.158

33.628

0

D21

31.579

37.624

1.588

D10

13.158

33.628

0

D53

28.947

37.255

0.196

D44

13.158

33.628

0

D33

31.579

37.624

1.404

D60

13.158

32.479

0

D52

21.053

36.19

0.014

D58

10.526

33.929

0

D27

23.684

36.538

0.543

D45

13.158

33.333

0

D47

23.684

36.538

0.543

D46

13.158

33.333

0

D18

18.421

35.514

0

D59

7.895

31.148

0

D57

18.421

35.849

0

D54

10.526

31.933

0

D34

23.684

36.538

0.426

D55

10.526

31.933

0

D48

15.789

35.185

0

D56

10.526

31.933

0

Tab.7 Communication network centrality of special meetings Unit code

Degree

Closeness

Betweenness

Unit code

Degree

Closeness

Betweenness

D1

100

100

13.164

D66

34.375

60.377

0

D34

96.875

96.97

10.644

D67

34.375

60.377

0

D16

90.625

91.429

7.795

D68

34.375

60.377

0

D2

90.625

91.429

9.035

D69

34.375

60.377

0

D6

75

80

4.54

D70

31.25

59.259

0

D29

75

80

4.348

D71

31.25

59.259

0

D12

71.875

78.049

3.703

D72

31.25

59.259

0

D33

68.75

76.19

3.29

D14

28.125

58.182

0

D26

53.125

68.085

1.388

D3

28.125

58.182

0

D21

43.75

64

0.222

D30

28.125

58.182

0

D13

43.75

64

0.305

D11

21.875

56.14

0

D19

43.75

64

0.305

D61

21.875

56.14

0

D62

40.625

62.745

0.259

D64

15.625

54.237

0

D35

34.375

60.377

0

D63

15.625

54.237

0

D15

37.5

61.538

0.605

D73

15.625

54.237

0

D53

34.375

60.377

0.076

D74

9.375

52.459

0

D65

34.375

60.377

0

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From Tab.8 we can see that, D1, the project management team hired by owner belongs to all cliques, which means that the project management team has a close communication with all groups and plays its role effectively. In addition, it is noteworthy that the smallest groups are D1, D6, D11, of which D1 and D6 are the project management team and supervision unite and D11 is the owner's venues unit. We can see constituent units of clique -2, clique -3, clique -4, clique -5, clique -6 are mostly derived from clique -1, indicating that if these actors transfer from the previous clique to another, they will be close links with the previous clique, so as to strengthen the relationship between the two cliques. Through common relationship matrix, we can see that there are six units in six or more cliques, are D1, D6, D14, D15, D18, and D21. Except D1, the other five units are the project supervision unit, construction unit, installation unit, curtain wall unit and electrical automation unit. In accordance with our understanding of construction projects in the past, it's easy to understand that the supervision unit and construction unit belong to multiple cliques. Here installation unit, curtain wall unit and electrical automation unit are also in multiple small groups, this means that these units have an important position in the whole project, and the good performance of the third-party subcontractors can improve the overall performance of project. Because the times of project regular meetings are most in all communication meetings, its clique result is very close to clique of the whole project, so we have no explanation here. And then analyze cliques of other three types of meetings.

Tab.10 Communication network clique of planning and design meetings

6

Unit code D1 D2 D3 D5 D6 D12 D14 D15 D16 D18 D19 D21 D26 D27 D29 D45 D1 D5 D6 D10 D12 D14 D15 D18 D21 D38 D1 D5 D6 D12 D14 D15 D18 D21 D30 D1 D2 D3 D6 D12 D14 D15 D16 D18 D19 D21 D26 D29 D33 D1 D2 D3 D5 D6 D13 D14 D15 D16 D18 D19 D21 D26 D1 D6 D14 D15 D18 D21 D31

7 8

D1 D4 D6 D13 D1 D6 D11

9

D1 D2 D16 D26 D33 D34

1 2 3 4 5

D1 D3 D6 D12 D14 D15 D16 D19 D21 D29

2

D1 D3 D6 D12 D14 D15 D16 D18 D21 D29

3

D1 D3 D6 D12 D14 D15 D16 D21 D29 D45

4

D1 D3 D5 D6 D12 D14 D15 D21 D29

5

D1 D3 D12 D21 D27 D29

D1 D6 D12 D16

2

D1 D3 D6 D16

3

D6 D16 D29

Unit code

1

D2 D12 D16 D33 D34

2

D1 D2 D26 D33 D34

3

D1 D2 D29 D34

4

D1 D2 D6 D34

5

D1 D15 D34

As to project coordination meetings, we analyze the clique by taking C value as 20, as shown in Tab.9, we can see that the constituent units of the former four cliques are similar, that means these units have an important position in the coordination-communication, there is only D27 of clique -5 not in the previous four cliques, and actually D27 is an asset management company. From common relationship matrix we can see that there are D1, D3, D6, D12, D14, D15, D21 and D29 which appear in more than four cliques. It is noteworthy that D21 and D29 are electrical automation unit and design consultant unit. As shown in the above, the communication density of the planning & design department is low, so when we analyze the clique of planning and design meetings, we take C values as 5. And the clique result is shown in Tab.10. The units of different cliques are similar to previous other meetings, D29 as a design consultant is the member of clique-3. Although the number of special meetings is only 22, but it have five cliques taking C value as 5 to clique analysis, which have three more than planning and design meetings, as shown in Tab.11. It means that the communication of special meetings is more complex. And Tab.11 shows D33 and D34 have not appeared in the other three cliques, they are the owners' ministries of finance and materials and equipment. It is associated with the property and purpose of the special meetings.

5 Conclusions

Unit code

1

1

Clique

Tab.9 Communication network clique of project coordination meetings Clique

Unit code

Tab.11 Communication network clique of special meetings

Tab.8 Communication network clique of the whole project Clique

Clique

Taking the Shanghai Expo Village project as an example, used the Social Network Analysis method and UCINET software to analyze project communication network density, centrality and clique, and conclusions are made as following: (1)The overall communication network density is relative high, but the times of organizational communication varies dramatically between different - 17 -

units, which is related with characteristics of large projects; the major units such as design, construction, supervision, and owner participate in project highly, but the communication links of some subcontracts and professional teams is less because their tasks are professional and single. (2)The communication performance of project coordination meetings is better than project regular meetings, it's more relevant with pertinence of project coordination meetings, so which should be taken into consideration when design the project communication system in the future. (3)Except planning and design meetings, the centrality of project management team is highest in the whole project and other three types of communication meetings. It shows that project management team has a very important position in the communication network. But from another perspective, the centrality of project management is so high that it will affect the communication efficiency of the whole communication network. (4)Some related teams may form some cliques in the communication network, and these cliques will affect the communication efficiency. The actors who appear in almost every clique play an important role in the communication network, so they should be given special attention to good communication. (5)Some professional team such as electrical automation team, curtain wall team are becoming more and more important in organizational communication, these teams' performance will affect the project performance directly. So it's very important to keep a good communication and cooperation with these teams.

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