Managing short-term efficiency and long-term development through industrialized construction

Eriksson, Per-Erik; Olander, Stefan; Szentes, Henrik; Widén, Kristian

doi:10.1080/01446193.2013.814920

Cited by 30 publications

(29 citation statements)

References 44 publications

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“…The original model emphasized the consecutive sequence of stages; however, a modification of the model was proposed to include iterative and non-linear sequences. In the second phase, the data was confronted with four controversial push-and-pull factors previously identified in the literature review: bottom-up or top-down participatory processes (Fraser et al, 2006); long-term and short-term efficiency (Eriksson et al, 2013); individual and collective approaches (Fellows and Liu, 2013); and competition and collaboration (Brandenburger and Nalebuff, 1998). It therefore became preferable to present the results in the form of four tensions that occur within the project process.…”

Section: Herazo and Lizarraldementioning

confidence: 99%

“…In the best of the cases, the tactical level implements the strategy through project development, whereas the operational level ensures day-to-day procedures and reiterative practices within the organization. This tension is more evident in knowledge management at project-based industries, where short-term efficiency and long-term innovation are required to achieve both exploitation of existing knowledge and technologies and exploration of new knowledge and technologies at the project level (Eriksson et al, 2013).…”

Section: Project Tensions That Influence Collaboration and Innovationmentioning

confidence: 99%

“…Nonetheless, mission statements alone can be misleading because the adoption of SD principles operates first in a 'bottom-up' manner (Eriksson et al, 2013), which means that activities and actions are initially proposed by employees (environmental management departments in cases A and B) and later adopted by the top management. Operational initiatives include measures to reduce energy consumption and the suppression of bottled water (a measure proposed by the workers' union in case A).…”

Section: Project Tensions That Influence Collaboration and Innovationmentioning

confidence: 99%

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The influence of green building certifications in collaboration and innovation processes

Herazo

Lizarralde

2015

Construction Management and Economics

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While the paradigm of sustainable development has largely influenced architecture projects worldwide, Green Building Certifications (GBCs) have become the new (increasingly mandatory) standard of project performance. Numerous studies have concentrated on the influence of sustainable development (SD) in the final product: the building. However, more research is still needed in order to understand how GBCs have influenced building processes, particularly collaboration and innovation within architecture projects. In order to fill this gap, this study presents results from 19 interviews with professionals in the built environment and examines three architecture projects conducted in Canada that received a widely popular GBC and were significantly influenced by SD principles during the design and building process. The research applies recent frameworks for exploring stakeholders' interests on GBCs and the collaboration and innovation practices developed by them. Research results show that processes within these projects are shaped by at least four tensions that can either enhance or hinder collaboration and innovation: strategic-tactical, collaborativecompetitive, participative-effective and individual-collective. The study highlights the importance of understanding GBC as a process and not only as a final outcome, and thus, to better manage these tensions so that they contribute to product and process performance.

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Section: Herazo and Lizarraldementioning

confidence: 99%

Section: Project Tensions That Influence Collaboration and Innovationmentioning

confidence: 99%

Section: Project Tensions That Influence Collaboration and Innovationmentioning

confidence: 99%

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The influence of green building certifications in collaboration and innovation processes

Herazo

Lizarralde

2015

Construction Management and Economics

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“…Based on the definitions of short-term and long-term sustainability proposed by this review, they need to be properly balanced in order to ensure the short-term efficiency and long-term development at the same time (Eriksson et al, 2014). This review proposes the Chinese traditional philosophy, Yinyang perspective, as a possible theoretical lens to explain the balance of short-and long-term sustainability, especially in the Chinese context.…”

Section: Balancing Sustainability Frameworkmentioning

confidence: 99%

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

Wu¹,

Subramanian

Abdulrahman

et al. 2017

Sustainable Production and Consumption

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Sustainability research has been expanding rapidly during recent decades. Such research takes various forms with the identification of mixed results. Even though there are several review articles on sustainability with valuable insights, the time dimension aspect of sustainability is totally missing in addition to lack of well-developed framework. This paper systematically reviews previous sustainability studies published in the refereed scientific journals for the past two decades to understand the evolution of sustainability issues in the business context and solutions proposed until now. The study categorizes the popular sustainability practices into short-and long-term practices based on the time effect, and link them with different forms of organizational capabilities and sustainability performance. The paper further proposes a two-dimensional sustainability framework that incorporates practices, capabilities and performance, and the balancing issues between short-and long-term sustainability. At the end, it suggests potential research directions for future research as well. Graphical abstract Highlights We systematically reviews the past two decades sustainability studies published in the refereed scientific journals  We use time dimension to classify and understand sustainability benefits Review of sustainability theories, practices, capabilities, and performance Classification of sustainability practices, capabilities, and sustainability performance Model & propositions development We categorized sustainability practices and performances into short-and long-term perspectives for effective managerial decisions  We propose research propositions relating firm's capability and its implementation of shortand long-term sustainability practices and sustainability performance.  We draw attention to the future role of organizational capabilities and their interactions with sustainability practices to achieve better performance.

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“…Accordingly, how to organize and manage such projects is dependent on the conditions formed by internal and external stakeholders. Furthermore, changes and innovations are more likely to take place in larger construction projects because of their potentially larger budget for innovation related efforts as well as their longer duration [21].…”

Section: Introductionmentioning

confidence: 99%

Societal Changes and New Conditions for the Management of Large Construction Projects

Szentes¹,

Eriksson²

2013

TOBCTJ

Self Cite

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The construction industry is often described as mature, conservative and resistant to change in research studies, governmental reports as well as in media. Both scholars and policy makers thereby find it critical to encourage innovation, development, and change within the construction industry. This study takes on a different perspective by investigating changes that have actually taken place. The aim is to increase the understanding of both backgrounds of changes which occurred, as well as how the changes have entailed new conditions for the management of large construction projects in Sweden. People working as clients’ project manager, contractors’ project manager or design manager were interviewed to obtain their perceived views on changes influencing the execution of large construction projects. Substantial changes have taken place creating new conditions for the management of large construction projects and a better understanding of these new conditions is important when planning for new projects. Changes within the field are often reactions to societal changes, and thus often implemented in an uncoordinated way creating sub-optimization and problems for the personnel. It seems as if the reputation of the construction industry being conservative has become an institution it-self amongst many professionals within the industry, potentially creating a self-fulfilling prophecy.

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Managing short-term efficiency and long-term development through industrialized construction

Cited by 30 publications

References 44 publications

The influence of green building certifications in collaboration and innovation processes

The influence of green building certifications in collaboration and innovation processes

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

Societal Changes and New Conditions for the Management of Large Construction Projects

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