The benefits of integrating Lean construction (LC) and Building Information Modelling (BIM) have been discussed in recent research studies. However, the effects of implementing these methodologies as an integrated approach in offsite housing construction (OSHC) processes have not been explored in the UK. This research aims at assessing the current situation of the implementation of BIM and LC in OSHC in the UK. A quantitative research method was adopted in the study and thirty-two questionnaire survey responses were received from professionals and practitioners of Lean, BIM and offsite methodologies in the UK construction industry. The study found that there is increasing use of LC and BIM in the development of OSHC projects in the UK. It further reveals that these two methodologies when appropriately implemented can bring several benefits. This study sheds light on the current status of implementation of BIM and LC in OSHC and the benefits of the implementation of both BIM and LC in OSHC processes in the UK.
Academic conferences are very important to industrial development and academic scholars. However, the coronavirus disease 2019 pandemic has led to the cancellation of many international conferences; thus, virtual conferences have received a great deal of attention. Their expanding role has created an urgent need to explore the best approaches for successful execution. However, there is limited empirical evidence on the organization of these conferences. This study aims to offer a comprehensive analysis of the key success factors through a case study of the International Group for Lean Construction’s first virtual conference. The results revealed the influence of multiple factors. In addition, a successful model for an international virtual academic conference is proposed. The model contributes to the knowledge of sustainable development in engineering management and architecture, engineering, and construction practice.
Team social capital plays a key role in positively affecting team performance. The construction project team is established temporarily to better achieve project targets, and the establishment and acquisition of its social capital became difficult in the process of construction because of the temporary characteristics. In the early stage of project construction, the construction project team often has a lot of implicit social capital which cannot be effectively utilized. Based on the Johari Window model in the cognitive psychology field, we propose a new model of construction project team's social capital and divide the dimensions of a construction team's social capital from a dynamic perspective, namely explicit social capital, private social capital, unknown social capital, and blind social capital. This paper explains the connotation of each type of social capital of the construction teams and discusses the strategies to transform the implicit social capital to explicit social capital, to provide the theoretical foundation and practical guidance for the establishment and cultivation of social capital in actual construction projects.
Lean construction (LC) is widely used to eliminate waste in the construction industry.However, few studies have focused on LC capabilities. In the absence of a theoretical foundation, the equal treatment of the inherent rigidity and flexibility has received little attention. This critical literature review answered the following research questions:What is the current understanding of the two characteristics of LC? Is there a theoretical explanation for their relationship? How can LC capabilities be realized in a project-based organization? The results revealed the lack of a clear definition of LC capabilities. The study posits that LC capabilities involve ambidexterity. Ambidexterity embodies the LC philosophy, principles, and methods, with a focus on resolving the paradoxical tensions in LC projects. Ambidexterity was found to be a two-dimensional paradox comprising exploitative and exploratory capabilities. It emphasizes the achievement of a balance between the two capabilities. The proposed model indicates that LC project-based organizations provide the ideal context for the development of ambidexterity. This study uses a paradoxical lens to introduce the notion of LC capabilities as ambidexterity. This research contributes to the current knowledge and future applications of organizational ambidexterity theory to LC capability development. In addition, it will enable practitioners to understand and to manage the paradoxical tensions in LC projects. The proposed framework can provide guidance on the creation of an ideal LC project-organization environment.
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