Writing for Construction Research

Writing for Construction Research
National Centre for Learning and Teaching,
tinyurl.com/masseynctlhome
SLIDES FROM THIS PRESENTATION CAN BE VIEWED AT:
tinyurl.com/writingforconstructionresearch2018

CONTENTS
Lit review structure
Resources
Lit review style
Summarising
Review quiz
Flow
Referencing

Advice, resources, and information
about events are available on Stream

March 14: Writing for confirmation
• introduction to key documents & guidelines
• analysis of structure & style of the required report
April 11: Setting and achieving PhD writing goals
• setting SMART writing goals
• strategies for evaluating and maintaining progress
May 9: Presenting your PhD research
• maximising the impact of slides
• using voice and gesture effectively
AT4 on the Albany campus and VLT Rooms in
Palmerston North & Wellington 12.00 – 1.30 pm
NCTL WORKSHOPS FOR DOCTORAL STUDENTS
Second Wednesday of each month from Mar - Dec

June 13: Setting up and managing your own PhD
writing groups
• using face-to-face & online channels
• strategies for sustaining productive & supportive groups
July 11th: Improving your PhD writing style
• clarity, conciseness & coherence
• understanding & responding to supervisor feedback
August 8th: Responses to student queries
September 12th: Results & discussion chapters for quantitative research
October 10th: Results & discussion chapters for qualitative research
November 14th: Editing your thesis
December 12th: Responses to student queries
To register and / or see videos of past sessions, go to the Doctoral
Community Stream page (or email: doctoral.office@massey.ac.nz)

ACADEMIC Q & A
(see under Academic Support on Stream)

BASIC SKILLS WORKSHOPS
(Study Up)

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NCTL ONLINE WORKSHOPS FOR POSTGRAD STUDENTS

OWLL owll.massey.ac.nz
A collection of advice, examples and tools on a range of
learning and writing issues.

NCTL consultants can provide feedback on selected
excerpts from your drafts in hour-long sessions from the
perspective of a critical reader from outside of your
discipline.
For more details, see tinyurl.com/masseynctlhome
Request an appointment at ctlalb@massey.ac.nz
ctlman@massey.ac.nz
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PERSONAL CONSULTATIONS (in person, by phone or
via weblink)

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Counselling self-help resources: tinyurl.com/masseycounsellingselfhelp
OTHER USEFUL MASSEY LINKS

A literature review places your research in
context and explains why it needs to be done.
Therefore, it typically summarises and evaluates:
• theoretical models
• key concepts (e.g. determinants, strategies etc)
• seminal and recent studies
• relevant findings and their implications for knowledge
and practice
• gaps or problems in existing knowledge
In other words, the literature review creates
a research space which your study will
occupy.

Management of
construction projects
Project risk
Project risk management
Project risk management in
design-build vs design-bid-
build projects
Sociocultural context of
management of
construction projects in
Sweden
Project risk management in
design-build vs design-bid-
build projects in Sweden
Steel use in construction
Use of steel in beams and
connectors
Deconstruction and reuse of
materials
Deconstruction and reuse of
steel in beams and
connectors
Examples of general to specific lit review structure

Excellent rationale for your project.
Relevant links to field of practice.
Effective synthesis of research findings.
A brief explanation of ____ would be helpful. It is important that you
do not assume the reader already knows what you are writing about.
This whole section is very wordy and it’s not clear how it related to
your research question.
How did the authors measure this? More detail needed on this
crucial point.
This section is purely descriptive. You need to be more critical.
Examples of feedback on literature reviews
from Massey supervisors

Specific elements found in literature reviews
Definitions / explanations
of terms
Discussion of relevant social or
ethical issues / shifts / trends
Summary and evaluation
of research studies
Explanations of relevant
models or theories
Key claims or arguments
Description and evaluation of
approaches / interventions /
techniques / tools / technologies

Examples of lit review style
Researchers have defined xxxx as ____ (Cummings & Gowings,
2002; Pype & Slipper, 2012).
The Z approach is a procurement process designed to …. (Noh-All,
2014)
X is an element of ______ characterised by ____ (Shortt & Sweet,
2009)
In the late 20th century, demographic changes led to a shift in
demand for housing …. . This prompted the development of
innovative, flexible and lower-cost methods ______
(Howse & Flatt, 2005)
Since the passing of the Resource Management Act (1991), there
has been a growing trend towards _____

In the literature, A and B approaches have been the most
influential in the assessment of X (Black & Decker, 2008). More
recently, D approaches have gained attention within the
construction industry in New Zealand (Toyle & Trubble, 2015).
Figure 1 illustrates the components (boxes) and connections
between components (arrows) involved in ____ (Cee & Billieve,
2016). Each component is ____
Models of ____ provide theoretically-grounded predictions of
____ For example, ____
Increasingly sophisticated models such as ___ have been
developed; however, they are typically confined to ____

Proponents of the use of design-build for major public infrastructure
projects acknowledge that ___
Bigg and Little (2004) argue that ___
To deliver cost-effective substructure construction projects, it has
been argued that there is a need for ___ (Lowd & Kleer, 2011).
There are a number of technological tools available to address ____
However, while these tools are effective, practical constraints such
as ____ mean that ____ Devising more economical and user-
friendly tools ______ should allow users to ___

Plugg and Sockitt (2009) found that approach Z can reduce project
time, particularly during procurement and design, and therefore ___
Cobley et al. (2010) investigated the risks of this lack of clarity
regarding the changing roles of owner and contractor during the
design-build process. They conducted interviews with participants at
critical stages during the process and collected quantitative data on
time and costs. They found that ___
Wille and Aweigh (2003) compared the use of design-build and
design-bid-build in small scale infrastructure projects in a developing
country. They found that _____
Leizee-Buoy (2000) found that nearly half of the engineers she
surveyed reported ___; however, the survey did not ask for
information about ___ Therefore, it is difficult to determine ___
To sum up, research about the use of approach Z has reported
positive outcomes for _____; however, further research is required to
explore _____

Create a research space for your study by referring
to gaps or limitations in current knowledge
throughout the literature review
Summarise these gaps / limitations in conclusion
paragraphs at the end of each section
“Build an argument, not a library”
(Rudestam & Newton, as cited in Punch, 2006)
Punch, K. F. (2006). Developing Effective Research Proposals. London: Sage Publications.

Moynihan, M. (2014). Material efficiency in construction (Unpublished doctoral dissertation).
University of Cambridge, England. https://doi.org/10.17863/CAM.14082
(Moynihan, 2014, p. 29)
Example of a summary paragraph, at the end of a section,
highlighting the gap in existing literature on this specific
issue

Owing to the limited empirical data on the relative advantages and
disadvantages of risk management procedures in major infrastructure
projects, professional bodies have been unable to issue any evidence-
based guidelines for project managers. To date, only one research study
has examined the impact of different risk management procedures on
project outcomes in major infrastructure projects. This study found a
statistically significant difference in costs and stakeholder satisfaction
between projects which used BLAH and those which used the traditional
YADDA YADDA process. However, the sample size was small and restricted
to the aviation industry. More evidence is therefore required to evaluate
risk management procedures in relation to a wider range of major
infrastructure projects, such as those typically undertaken by project
managers at national and regional levels in New Zealand / Aotearoa.
Importance
of the gap in
the literature
shown in the
review
This gap is
the logical
basis for
the current
study
Example of concluding a literature review with
a clear rationale for the current study

Step 1. Find
Step 2. Highlight
Step 3. Reduce
Step 4: Expand

Step 1: Find relevant literature

Subtopic: Communication during design-build projects
(Bo, Qing, Yelin, Mei, & Xiaohua, 2015)
(Brierley, Corkum, & Hatem, 2010, p. 189)

(Anumba, & Evbuomwan, 1997, p. 272)
(Del Puerto, Gransberg, & Shane, 2008,
p. 38)

(Tran, Nguyen, & Faught, 2017, p. 1333)

Step 2: Highlight the key
points

Step 3: Reduce to note form –
and put away the original

(Tran, Nguyen, & Faught, 2017, p. 1333)
Make your notes as much as possible from memory,
so that you can separate the ideas you want from the
original language that you don’t.
Value of regular meetings, timely sharing of user-friendly
data. Need for a communication plan.
My note

(Anumba, & Evbuomwan, 1997, p. 272)
D-B offers potential for improved internal communication
and decision-making among an integrated design and
construction team working to a single contract
My note

Need for clear scope from the outset and communication of
expectations among stakeholders at each stage
(Brierley, Corkum, & Hatem, 2010)
among an integrated project team
(Bo, Qing, Yelin, Mei, & Xiaohua, 2015)
and decision-making among an integrated design and
construction team working to a single contract
(Anumba, & Evbuomwan, 1997)
Risk of miscommunication if the project team relies on the
initial weighting given to evaluation criteria by the owner –
this may not be consistent with the owner’s real priorities or
with the requirements of the project
(Del Puerto, Gransberg, & Shane, 2008)
Value of regular meetings, timely sharing of user-friendly
data. Need for a communication plan.
(Tran, Nguyen, & Faught, 2017)

Step 4: Expand those notes
into coherent sentences that
make them relevant to YOUR
subtopic and developing
argument

In addition to improved cost control, the integration of design and
construction project teams working to a single design-build contract
facilitates internal communication and decision-making (Bo, Qing,
Yelin, Mei, & Xiaohua, 2015; Anumba & Evbuomwan, 1997). However,
there remain significant risks of miscommunication between this team
and other stakeholders, in particular, the project owner. One study, for
instance, found that the initial weighting given to project evaluation
criteria by the owner was not necessarily representative of the
owner’s actual priorities or aligned with the requirements of the
project (Del Puerto, Gransberg, & Shane, 2008). In order to mitigate
the risk of miscommunication among project stakeholders, a recent
study recommends the inclusion of a communication plan, in which
the regular and timely sharing of clear and relevant information
becomes a core element of project design and implementation (Tran,
Nguyen, & Faught, 2017). In other words, effective communication
among stakeholders in design-build projects cannot be left up to
chance; rather, it is grounded in a clear and explicit statement of the
scope of the project at the outset and thorough communication of
expectations as they emerge and evolve during the course of the
project (Brierley, Corkum, & Hatem, 2010).

Unlike classical leadership theories, Situational
Leadership Theory is based on the notion that there is no
single best leadership style; rather, effective leadership is
dynamic and adaptive. Leaders need to adapt constantly
both to environmental changes and the developing needs
of their diverse followers (Brown, 2014). The starting
point for situational leadership is needs analysis. One
approach to needs analysis is to categorise team
members according to their performance readiness levels
(R1, R2, R3, R4). This analysis needs to take account
both of individuals’ ability (relevant knowledge, skill, and
experience) and willingness (confidence, commitment,
and motivation towards the tasks). It is also essential
for leaders to analyse their own leadership behaviours;
in particular, how they tell their team members their
duties and responsibilities, provide guidance,
communicate (listening and explaining) and provide
supportive behaviors. This should allow them to identify
examples of four major styles: telling, selling,
participating and delegating. Their task is then to use the
style which is best suited to the needs of each individual
in their team, according to their performance readiness
(Ronaldson, 2010).
A paragraph that flows
Opening
sentence is like a
bridge between
previous and
new topics
Most sentences
start with
previous topic
and then add
something new
Concluding
sentence

Leaders can categorise team members according
to their performance readiness levels (R1, R2,
R3, R4) to carry out a needs analysis leaders
need to analyse their leadership behaviours
(Ronaldson, 2010). The ability (relevant
knowledge, skill, and experience) and willingness
(confidence, commitment, and motivation
towards the tasks) of team members both need
to be considered. How they tell team members
their duties and responsibilities, provide
guidance, communicate (listening and explaining)
and provide supportive behaviors. In Situational
Leadership Theory there is no single best
leadership style; it is dynamic and adaptive
(Brown, 2014). The four major leadership
behaviours are telling, selling, participating and
delegating. They need to identify the needs of
team members. Leaders should try to use a style
which is best suited to their needs. The
performance readiness of team members is the
key thing leaders need to know about team
members (Ronaldson, 2010).
An information dump
Dives straight
into details
Run-on
sentences and
sentence
fragments
Vague pronouns
Most sentences
are strangers to
what came
before
Random ending

In addition to improved cost control, an integrated design
and construction project team working to a single design-
build contract facilitates internal communication and
decision-making (Bo, Qing, Yelin, Mei, & Xiaohua, 2015;
Anumba & Evbuomwan, 1997). However, there remain
significant risks of miscommunication between this team
and other stakeholders, in particular, the project owner.
One study, for instance, found that the initial weighting
given to project evaluation criteria by the owner was not
necessarily representative of the owner’s actual priorities
or aligned with the requirements of the project (Del
Puerto, Gransberg, & Shane, 2008). In order to mitigate
the risk of miscommunication among project
stakeholders, a recent study recommends the inclusion of
a communication plan, in which the regular and timely
sharing of clear and relevant information becomes a core
element of project design and implementation (Tran,
Nguyen, & Faught, 2017). In other words, effective
communication among stakeholders in design-build
projects cannot be left up to chance; rather, it is grounded
in a clear and explicit statement of the scope of the
project at the outset and thorough communication of
expectations as they emerge and evolve during the
course of the project (Brierley, Corkum, & Hatem, 2010).
Opening
sentence is like a
bridge between
previous and
new topics
Most sentences
start with
previous topic
and then add
something new
Concluding
sentence

One study found that over half of New Zealand
building projects were still using traditional
procurement approaches (Radley, 2016).
The most common way to do this is to put the author’s
surname and the date of publication in brackets AFTER
you’ve used the information.
In-text citations
Full details of each source referred to in the lit
review appear in the reference list at the end of
the work as a whole.

Allburn, D. (2013, January 24). RMA: Fit for purpose? Retrieved from
http://www.nzherald.co.nz/1004213.htm
Broom, T. P. (2018). Resource management. Boston, MA: Pearson.
Brown, P. (2012). Resource management: New perspectives. Australasian
Journal of Construction, 41(3), 46-68.
Davids, C., & Tomkins, M. (2009). Construction management in New Zealand.
Auckland, New Zealand: Pearson Education.
Khan, I., & Chen, T. (2010). Cutting corners: How buildings actually get built. In J.
Johnson & T. Peterson (Eds.), Critical perspectives on construction in the age of
regulation (pp. 102-131). San Francisco, CA: Pilot Press.
Smith, P., & Davidoff, R. (2017). From the ground up: Smart management of
construction in the information age. Central Islip, NY: Progressive Press.
Statistics New Zealand. (2018). Demographic Trends – 2001-2006. Retrieved from
http://stats.govt.nz/demotrends-2018.pdf
References

Smith, P., & Davidoff, R. (2003). Equal opportunities: From policy to
practice. Central Islip, NY: Progressive Press.
(year) title of book
city publisher
In academic writing, most references are to books and
journal articles (See ‘resources’ for links to tools, videos
and presentations on referencing)
surname,
initial
Brown, P. (2012). Equal opportunities in New Zealand: Myth or
reality? Australasian Journal of Human Resources, 41(3), 46-68.
doi: 10.1037/0278-6133.24.2.225
(year) title of article
surname,
initial
volume / issue number
page numbers
name of journaldoi number

Imported references need editing

Reference produced by system (by clicking ‘cite’ or ‘export’)
Search result 1
Needs to be corrected to:
Godwin, W. (2013). International construction contracts:
A handbook. Chichester, England: Wiley-Blackwell.

Search result 2
Needs to be corrected to:
Brierley, G. S., Corkum, D. H., & Hatem, D. (Eds.). (2010).
Design-build subsurface contracts (2nd ed.).
Littleton, CO: Society for Mining, Metallurgy, and
Exploration.

Each chapter of an edited book has its own authors,
who need to be referenced. For example, this is the
beginning of chapter 4:
The actual reference you need for this bears little relationship to the
one generated by the system:
Peyton, T. F., & Harrison, J. A. (2010). Team structures and
relationships. In G. S. Brierley, D. H. Corkum & D. Hatem
(Eds.), Design-build subsurface contracts (2nd ed.; pp. 45-
58). Littleton, CO: Society for Mining, Metallurgy, and
Exploration.

Search result 3
No correction needed - except maybe to delete the
unnecessary (09699988)

You’ll see questions on the screen – e.g.
After a few seconds, you’ll be given four
possible answers – e.g.

You need to select the correct answer
by pressing the appropriate square on your
smartphone or tablet.
You’ll receive points not only for correct answers
but also according to the speed of your selection.

• Open kahoot.it
in your browser
• Enter the game pin
which I will show you
in a minute
• Enter your nickname
(and you will see it
appear on the public
screen)
To join the quiz you need to:

THANKS FOR COMING ALONG!
SLIDES FROM THIS PRESENTATION CAN BE VIEWED AT:
tinyurl.com/writingforconstructionresearch2018

Writing for Construction Research

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