Client's championing characteristics that promote construction innovation

Abstract

Purpose -Clients or users of products, processes or services are currently being identified as potential sources of innovation in construction. There are concerns about the degree of innovation within the construction industry, despite having potential to be innovative. The role that can be played by the construction client to promote innovation in the industry is well documented. However, lack of knowledge on the desirable characteristics of the construction client was identified as one of the barriers for the construction client to be an effective innovation promoter. Accordingly, the purpose of this paper is to evaluate the characteristics of the construction client that promote innovation. Design/methodology/approach -Multiple holistic case studies were used as the research strategy and semi-structured interviews were used as the principal data collection technique. Code-based content analysis and cognitive mapping were used to analyse the interviews. Data analysis was supported by two computer-aided softwares, NVivo and Decision Explorer. Findings -Clients can increase the efficiency of work carried out towards the construction process, stimulate team dynamics, and team action through the championing characteristics, which in turn can strengthen the innovation process that lead to the innovative product. Being a team player, promoting respect for people, and knowledge and information dissemination are identified as constituents of the championing characteristics of clients that promote innovation in construction projects. The personal skills of clients such as competence, value judgement, flexibility, and self-motivation will energise the success of the championing characteristics. Originality/value -The client characteristics identified from the study widen the knowledge base of the client to successfully engage in construction innovation.

Analyzing client-led innovation enablers in Australian construction projects

“…One of the most important strategies in strengthening the client's project team is to hire a capable project manager. From their study on client's championing characteristics that promote construction innovation, Kulatunga et al (2011) found that the following characteristics promote innovation in construction projects:…”

Together on the path to construction innovation: yet another example of escalation of commitment?

“…Although there is disagreement about whether this perception is accurate (Winch, 2003;Reichstein et al, 2005;Hooker and Achur, 2014), the amount of attention given to construction innovation by researchers (Goulding and Alshawi, 2012) seems to signal a desire for more construction innovation. A review of the literature on construction innovation by Blayse and Manley (2004) highlighted six main factors which either drive or hinder construction innovation (for other reviews, see for example: Gambatese and Hallowell, 2011;Kulatunga et al, 2011). One factor is the relationships between firms in the industry.…”

Client’s role in promoting BIM implementation and innovation in construction

“…Especially in relation to BIM implementation, the role of public client organisations has been emphasised and often described as critical for BIM implementation (Azhar 2011, Takim et al 2013, Smith 2014, Lee and Yu 2015. Further, clients have been suggested to act as, for example, "innovation supporters" (Nam and Tatum 1997), "change agents" (Haugbølle et al 2015) and as "innovation champions" (Kulatunga et al 2011) and thereby found to be particularly important in forming the right conditions for change towards the use of a systemic innovation. According to Singh (2014), public clients play a central role in supporting innovation by establishing a supportive environment through promotions, incentives, regulations and guidelines.…”

“…With the understanding of the underlying differences between interaction and competition as main drivers for innovation, the two initiatives arguably do not refer to the same type of innovation. The BIM initiative's client-led innovation policy seek to provide active guidance and participations in form of "change agents" or "innovation champions" (Nam and Tatum 1997, Winch 1998, Kulatunga et al 2011, Haugbølle et al 2015. This guidance and interaction does however not necessarily extend beyond the implementation of the specific systemic innovation and would thus be possible to limit to issues linked with BIM.…”