Purpose This research examined how Australian construction projects perform in the area of client-led innovation. The purpose of this paper is to test the influence of a set of enablers in promoting the innovative performance of construction projects and examine how Australian construction projects perform in relation to innovation. Design/methodology/approach A questionnaire was developed and distributed to over 300 construction industry practitioners to obtain perceptions of industry practitioners regarding client-led enablers to promoting innovation at the project level, with 131 valid responses received. The data from the survey were subjected to statistical analyses including mean comparisons, using the Mann–Whitney U-test and Kruskal Wallis Test. Findings This research identified a number of enablers that clients can employ in construction projects to enhance innovative performance. It also revealed that the innovative performance of construction projects in Australia appears to be above average, although the perceived level is not too high. The main finding of the research is that Australian clients could achieve higher outcomes from construction projects by promoting innovativeness in their projects, especially by promoting innovativeness in their own organizations and providing incentives/rewards and other support for innovative activities in projects. Originality/value Past research focusing on client-led enablers at the project level is limited. This research identified a number of enablers that clients can employ to achieve greater benefits from their projects through innovation.
PurposeThis study aims to investigate and model the complex dynamics of innovation enablers in construction projects aiming to develop a framework identifying actions for clients to promote innovation.Design/methodology/approachThrough a comprehensive literature review, a conceptual model was previously derived to explain the client-driven enablers in promoting innovation. This was tested using the data from 131 Australian construction projects. Statistical analysis was conducted on the data using factor analysis and correlation analysis to test the model, which was validated using the case study approach. The testing and validating aspects are explained in this paper.FindingsThe constructs of the recommended model are idea harnessing, relationship enhancement, incentivization and project team fitness.Research limitations/implicationsThe difficulty of analyzing the complex dynamics happening within projects in relation to innovation has been a barrier to progress research in this area. The introduction of this model would pave the way for researchers to explore this area with ease.Originality/valueAs revealed in the detailed literature review undertaken, this is the first time that a comprehensive study has been conducted to identify client-led innovation enablers for construction projects. The results would benefit industry practitioners to achieve enhanced project outcomes in construction projects through innovation.
In our current approach to project management, the aspects of time, cost and quality still remain as predominant considerations. However, the perception of project success has changed over the years and many other factors are also considered important today. It is difficult to incorporate most of these additional factors due to the complexity in accommodating a large number of variables, some of which are not common to all projects and to all client organisations. The authors propose a powerful tool to address this difficulty, innovation management, which has the capability of accommodating new considerations under one group. It has not been possible to focus on innovation management at the project level previously due to the non-availability of comprehensive studies on the subject area. However, the authors have come up with a theoretical framework to identify mechanisms that facilitate innovation at the project level of a construction project, most of which could be applied to projects in general. Based on this theoretical framework, the authors propose to integrate project management and innovation management and provide suggestions as to how the concept of innovation management could be incorporated into project management within the PMBOK (Project Management Body of Knowledge) project management framework (PMI, 2013).
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