2014
DOI: 10.1016/j.ijproman.2013.05.007
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Construction industry productivity and the potential for collaborative practice

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Cited by 200 publications
(129 citation statements)
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“…Doing so requires changing the firm's atmosphere and behavior to focus on longer-term relational exchanges based on close buyer-seller relationships [49] and changing elements of the traditional procurement procedures [50]. Several studies emphasize partnering to overcome problems, such as lack of communication, adversarial relations between players [51][52][53], and common problems in traditional procurement [54]. Partnering is not a contract, but an endeavor to establish non-adversarial working relationships among project participants by open communication and mutual commitment [55].…”
Section: Procurement Methods In Constructionmentioning
confidence: 99%
“…Doing so requires changing the firm's atmosphere and behavior to focus on longer-term relational exchanges based on close buyer-seller relationships [49] and changing elements of the traditional procurement procedures [50]. Several studies emphasize partnering to overcome problems, such as lack of communication, adversarial relations between players [51][52][53], and common problems in traditional procurement [54]. Partnering is not a contract, but an endeavor to establish non-adversarial working relationships among project participants by open communication and mutual commitment [55].…”
Section: Procurement Methods In Constructionmentioning
confidence: 99%
“…It is unclear if the fragmentation of the industry has a part to play in the poor adoption of timber technology in the English housing market. It may be that a lack of collaboration between suppliers, builders and developers leads to the erroneous belief that structural timber technology is a specific specialist process (Fulford and Standing, 2014). Even with timber system manufacturers errors are sometimes noticed.…”
Section: Literature Reviewmentioning
confidence: 99%
“…So it is necessary to give due considerations to all time consuming direct and indirect activities. This may lead to better understanding of real work percentages, quantification of changes and implementing improvements to increase the direct work [17].…”
Section: Introductionmentioning
confidence: 99%