| Summary: | Value generation in construction is about meeting client requirements. Problems in handling client requirements within fragmented practices in sequential design and contractual arrangements are widely recognized. Some authors suggest reconfiguring project coalitions around integrated teams to overcome this problem. Little is said, however, about the impact of adopting this new form of work in traditional design practice, processes and tools, and about possible socio-cognitive barriers that may hinder the collaborative work of design professionals, clients and users.The aim of the research is to improve the abiUty of integrated teams to maximize value generation.
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