Re-engineering construction: the role of research and implementation

Courtney, Roger; Winch, Graham

doi:10.1080/09613210301998

Cited by 24 publications

(8 citation statements)

References 1 publication

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“…Yet, destructive conflict and adversarialism, rather than cooperation, have become the norm in the construction sector (Bresnen and Marshall, 2000). Courtney and Winch (2003) summarized the fundamental issues in construction as being organizational and behavioral. There is a paucity of construction management research that focuses on the behavioral theme (Cox et al (2005).…”

Section: Introductionmentioning

confidence: 99%

Measurement and Antecedents of Cooperation in Construction

Anvuur

Kumaraswamy²

2012

J. Constr. Eng. Manage.

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The cooperation construct in construction lacks conceptual-definitional clarity. A multi-dimensional model of cooperation is proposed in which the construct is conceptualized as comprising four related yet conceptually distinct behaviors: in-role, extra-role, compliance, and deference behavior. The construct validity of this model is assessed using confirmatory factor analysis and a sample of 140 professional managers in Hong Kong. Structural equation modeling is then used to test specific predictions linking the four cooperative behaviors with two extrinsic (incentives and sanctions) and intrinsic (intrinsic job satisfaction and legitimacy) job cognition variables. Findings confirm the convergent, discriminant, and nomological validity of the proposed model. Between them, the two intrinsic job cognition variables predict all four behavior dimensions: intrinsic job satisfaction predicts inrole and extra-role behaviors; and legitimacy predicts compliance and deference behaviors. In contrast, the influence of the extrinsic job cognition variables on cooperative behavior is imprecise and weaker.The research suggests that initiatives aimed at improving the level of cooperation in construction project settings should focus more attention on stimulating the internal motivations (enhancing 'personal causality') of project actors.

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Section: Introductionmentioning

confidence: 99%

Measurement and Antecedents of Cooperation in Construction

Anvuur

Kumaraswamy²

2012

J. Constr. Eng. Manage.

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“…Drawing an analogy between the manufacturing and construction industries, Seaden et al (2003) maintain that the building is essentially the same whether constructed by a novel or traditional process. Courtney and Winch (2003) conclude from their surveys that there was little emphasis on technology (that included prefabrication) as instrumental in meeting challenges of the construction industry. Instead, improvements for construction performance would come from reforms that are 'organizational and behavioural' rather than technological.…”

Section: Competitive Advantage and Its Sourcesmentioning

confidence: 92%

Volume building as competitive strategy

Chiang

Tang

Wong

2008

Construction Management and Economics

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The competitive strategy and advantage of building contractors is examined. In Hong Kong, just a few contractors have dominated the market of public housing construction, where prefabrication is mandatory. Does prefabrication technology lead to business success? Based on quantitative analysis of a questionnaire survey and its validation with interviews, we find that prefabrication by itself is not regarded as a sustainable source of competitive advantage. Instead, market share is the most statistically significant factor related to business growth. The experience curve theory suggests that, upon acquiring a critical volume of business, contractors have the opportunity to exploit economies of scale, bargaining power and learning to reduce costs to get more business. Through this iterative process, some contractors would manage to innovate their building process to make their supply chain management more efficient and effective than others', thus attaining competitive advantage in cost leadership and getting more business in return to sustain their volume building strategy. The findings suggest that, to succeed in a mature industry such as building construction, it takes clever harnessing of the construction process rather than simply the mastery of prefabrication technology itself.Competitive advantage, strategy, prefabrication, Hong Kong,

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“…The definition highlights the fact that project management requires a change in the paradigm and behavioral as well as organizational issues to become the drivers in delivering projects (Courtney & Winch 2003, Slevin & Pinto 2004. These issues form an integral part of the factors that need to be addressed in the selection of the individuals in project teams.…”

Section: Selection Of Team Membersmentioning

confidence: 99%

Complexity and the Process of Selecting Project Team Members

Antoniadis

2012

japiv

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The sub-process of selecting team members, as in people not organizations, is not applied. It is however a fact that interconnections and boundaries are formed between individuals within a team and teams as a whole within the project and these cause complexity. Complexity characteristics have been identified and if project practitioners understand how these affect the process of selecting team members they will be able to manage its affects. A study was conducted with construction project practitioners from six organizations, which included questionnaires and interviews and investigated the level of implementation of team member selection and the level of actions taken / techniques used to manage the effects of complexity of interconnections. The results concur with previous findings that existing techniques are not implemented but also confirm that the process is not considered as means to manage the effects of complexity. Based on these findings a framework was developed which not only promotes the process and a number of the existing techniques but also enables practitioners to take appropriate action(s) for the management of the effects of complexity of interconnections using its characteristics.

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Re-engineering construction: the role of research and implementation

Cited by 24 publications

References 1 publication

Measurement and Antecedents of Cooperation in Construction

Measurement and Antecedents of Cooperation in Construction

Volume building as competitive strategy

Complexity and the Process of Selecting Project Team Members

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