Technological advancement and demand for economic growth are driving product innovation in the construction industry. However there is concern that the industry lacks the mechanisms to effectively implement new products. Recent studies have developed a method for identifying and evaluating the risks which impact on new technology adoption and two constructs were generated for improving implementation rates. The aim is to investigate whether the constructs can be integrated to develop a practical tool for use by project stakeholders desirous to generate innovation. Process modelling, statistical analysis and failure mode and effect analysis are used to align the constructs into a test model (TM). Three rounds of Delphi gain a consensus on the TM outputs and the results produce the innovation management model (IMM). The IMM is a simple process flowchart which establishes the prioritized sequence of stakeholder activities required to implement a new technology at key stages in the project process. The IMM has implications for selection of procurement methods and will instil confidence in stakeholders to adopt new technologies. Additionally it provides a risk-based approach for stakeholder competency mapping and for sustaining product innovation in construction projects.

Purpose -The purpose of this paper is to present a methodology for extracting innovation constraints from building projects through stakeholder management competencies and failure mode and effect analysis (FMEA). Design/methodology/approach -The methodology was an iterative grounded theory process using case studies. A literature-based concept model was generated which mapped project procurement stages against the innovation process. Constraints and stakeholder management strategies were extracted from 30 case studies using content analysis and mapped against the procurement stages. FMEA was used to evaluate the criticality of the constraints. For the purposes of this paper, a sample case study was detailed and referred to as the pilot study. The m\ethodology was applied to all the case studies and a schedule of constraints (SoC) extracted. Findings -This paper evidenced that it is not project constraints which require management to sustain innovation but rather failures in stakeholder competency. This study established the benefits of FMEA as a risk assessment tool for construction innovation research and generated a database of innovation constraints which can be used as a benchmarking framework for future research. Originality/value -Previous construction innovation research has focused on established project management techniques to manage innovation. This study identified that rather than a process-driven approach, a stakeholder-centred approach is required, where successful innovation delivery is incumbent on the right stakeholder competencies being in place at the appropriate stages of the procurement process. The benefit of this contribution is an established risk assessment methodology which can be used by project stakeholders when adopting innovation into construction projects.

Purpose -The purpose of this paper is to report the production of the key process areas (KPAs) for an e-capability maturity model for construction organisations, based on drivers and barriers to e-procurement. Design/methodology/approach -Previous researchers have recognised the positive consequences of possessing a model to sustain the embedment of any business process within an organisation. The capability maturity model progressed into one of the most internationally recognised since the release of the Software Capability Maturity Model (CMM) in 1991. Since then, many CMMs have been developed. This paper reports on how a CMM based on drivers and barriers to e-procurement identified in Eadie et al. can be developed to form the KPAs in the formation of a model to gauge the maturity of an organisation in relation to e-procurement. Findings -It was found that factor analysis could be used as a data reduction technique to reduce the 20 drivers and 32 barriers identified as being applicable to e-procurement in construction, to 12 KPAs: Quality management system; Cost management system; Intergroup coordination; Time management system; Operational analysis; Organisational change management system; Integrated teaming; Governance management system; Requirements development; Knowledge management system; Integration management system; and Organisational environment. Originality/value -This paper provides particulars of a research project which uses factor analysis to produce a set of KPAs from the drivers and barriers identified in Eadie et al. These KPAs are then subjected to a mapping process linking them to maturity levels to develop a CMM to analyse the e-procurement capability of construction organisations. This mapping will be reported in a later paper. This e-readiness of organisations will indicate the current state of a construction organisation in terms of its readiness to carry out e-procurement. The paper describes in detail the identification of the KPAs.

PurposeTwo main types of models are used worldwide in consideration of the impact of Information Communication Technology (ICT) processes in construction: capability maturity models (CMM) and e‐readiness models. The purpose of this paper is to review the structure behind the different models, their applicability to construction and indicate how organisations move between the levels in a CMM.Design/methodology/approachThis study investigates the literature behind eight e‐readiness models and 53 CMMs.FindingsThe findings indicate 88 per cent of maturity‐based CMM models linked to five maturity levels, with the remainder using four. CMMs have common features: the process/application is described by maturity levels; Key Process Areas (KPA) provide the features to allow movement; and the levels are arranged and attained systematically, lowest to highest. Publication dates and trends indicate the rate of CMM publication is increasing (most in 2009), conversely, e‐readiness models are not (most published in 2004).Practical implicationsIt is expected that the number of CMMs will increase; conversely, e‐readiness models may not. E‐readiness models have not been adopted by other industries and applications. However, CMMs, although initiated in software engineering, have progressed to incorporate construction models which cover processes as diverse as financial management and documentation. This suggests that a CMM is more applicable for applications such as e‐business in construction.Originality/valueThe paper significantly expands that of Man in 2007 who listed 22 CMM models. This paper categorises a further 31 models and indicates construction applicability, combined with a review of e‐readiness models for the first time.

Operational property is increasingly recognized as an important asset capable of effective management. Indeed, premises can play a significant role by affecting organizational productivity and supporting corporate mission. Many organizations occupy leased properties owned by investment institutions which aim to benefit from their assets through capital appreciation and rental return. The achievement of these objectives can be related to the facilities value of an office building as determined by design/quality and tenant organization characteristics. Reports the results of a post-occupancy evaluation survey carried out in the City of London. The results illustrate the variability of tenant characteristics, their property requirements and their perceptions of functional performance. The use of building performance appraisal techniques within the investment management function is necessary for the creation of value for both parties. Suggests that facilities management professionals with expertise in the measurement and benchmarking of building performance are well placed for providing unbiased information to investment decision makers.Evaluating office environments using tenant organization perceptions