Renewal in construction projects: tracing effects of client requirements

Havenvid, Malena Ingemansson; Hulthén, Kajsa; Linné, Åse; Sundquist, Viktoria

doi:10.1080/01446193.2016.1208364

Cited by 37 publications

(41 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Through the concept of absorptive capacity (Cohen and Levinthal 1990), we explore clients' ability to recognise external BIM related knowledge, and their ability to absorb and apply this knowledge in order to drive industry change. Implications address the on-going discussion by Havenvid et al (2016) and others on clients as drivers of change and innovation, and combine that with the discussion by Linderoth (2010), Lindblad (2018), (Bosch-Sijtsema et al 2017), Vass and Karrbom Gustavsson (2017) and others on BIM as construction industry game changer.…”

Section: Introductionmentioning

confidence: 96%

“…There is a major interest and discussion on the role of the construction client organisation in relation to construction industry change and innovation (e.g. Vennstr€ om and Eriksson 2010, Havenvid et al 2016, Adam and Lindahl 2017. Compared to contractors, of whom much has been written in construction management research, the client organisation has been studied considerably less (Adam and Lindahl 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Clients who act at the national or international level can therefore potentially influence many other actors when implementing change and innovation (Vennstr€ om and Eriksson 2010). Research on innovation in construction, for example Havenvid et al (2016), Blayse and Manley (2004) and Hartmann et al (2008), argue for the client as the actor able to initiate change towards a more sustainable, efficient and productive industry. In this context, clients are described as "innovation supporters" (Nam and Tatum 1997), "change agents" (Haugb€ olle et al 2015) and "innovation champions" (Kulatunga et al 2011).…”

Section: Introductionmentioning

confidence: 99%

“…While some researchers assume or take for granted that clients have the ability to act as change agents in construction, other researchers take a more reflective position. Cherns and Bryant (1984), as well as Havenvid et al (2016), argue that the client's role as driver for change and innovation in construction tends to be oversimplified as well as underexplored, and argue for further investigation into the client's role and ability for driving construction industry change. Recent research also found that the client's role as driver for industry change through the implementation of BIM is challenging (Bosch-Sijtsema et al 2017, Vass and Karrbom Gustavsson 2017, Lindblad 2018.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Public clients ability to drive industry change: the case of implementing BIM

Lindblad

Gustavsson

2020

Construction Management and Economics

View full text Add to dashboard Cite

Public clients are proposed as key actors in driving construction industry change towards a more sustainable, efficient and productive industry. Based on how they procure consultants and contractors, it is argued that public clients have the power and are in the position to act as "innovation supporters" and "change agents." However, the client's role as a driver of change and innovation is oversimplified and there is a need for further investigation into the client's ability to drive industry change. This paper presents a case study of a public client's initiative to drive industry change through the implementation of Building Information Modelling (BIM). We do this by investigating the process of intra-organisational change at the public client by mapping the client's absorptive capacity for change. The case study shows difficulties in turning the external knowledge into actual transformation when implementing a systemic innovation such as BIM. Findings contribute to the literature on public clients as drivers of change and innovation in construction and are relevant to research on public clients as drivers for industry change and innovation and to research on BIM as a game changer.

show abstract

Section: Introductionmentioning

confidence: 96%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Public clients ability to drive industry change: the case of implementing BIM

Lindblad

Gustavsson

2020

Construction Management and Economics

View full text Add to dashboard Cite

show abstract

“…There is sufficient evidence in technical literature demonstrating the significance of the owners' influence on business, such as the influence of managerial cognition on organizational change [35], more extensive involvement of the customer in promoting professional service innovation and purchasing knowledge-intensive business services and effective solutions [36,37], business models based on cognitive mechanisms [21,38], owner commitment to the delivery performance of green building projects [39], and client requirements on renewal in construction projects [40]. Project owners or clients also have a significant impact on innovation adoption [31].…”

Section: Hypothesis 3 (H3)mentioning

confidence: 99%

Drivers of Professional Service Model Innovation in the Chinese Construction Industry

et al. 2019

View full text Add to dashboard Cite

Professional service in China is facing challenges due to the rapidly changing built environment. The environment forces the construction industry to reconsider professional service model for thriving, while the life cycle professional service model has significant implications for value addition in professional system. However, literature that provides quantifiable information for practitioners and researchers to better understand drivers of professional service model innovation (PSMI) is scarce. Based on innovation diffusion literature and institutional theory, this study examines how PSMI is influenced by institutional pressures (including coercive, mimetic, and normative pressures) in the construction industry. The researchers conducted an industry-wide survey in China using structural equation modeling to analyze the acquired data. Data analyzing demonstrates that both coercive and mimetic pressures prominently influence the life cycle of PSMI. However, this study reveals that normative pressure does not significantly influence PSMI. Results indicate that the owner’s cognition plays an important mediating role between institutional pressures and PSMI. The findings contribute to understanding how different types of institutional pressures can be better steered to facilitate PSMI in the construction industry and furthering knowledge on PSMI mechanisms for new professionalism cultivation in the industry to realize sustainable development of professional system.

show abstract

Housing developers’ perceived barriers to implementing municipal sustainability requirements in Swedish sustainability-profiled districts

Candel

Törnå

2021

J Hous and the Built Environ

View full text Add to dashboard Cite

Swedish municipalities are taking an active role in shaping and implementing sustainability-related policies in urban development by initiating and governing sustainability-profiled district developments on municipally owned land. To drive sustainable development and innovation in these districts and develop future policies, municipalities use land allocation agreements to set project-specific sustainability requirements on housing development projects that go beyond the current national building regulations. Developers play a key role in implementing these municipal sustainability requirements. The purpose of this paper is to explore housing developers’ perceived barriers to implementing municipal sustainability requirements in their projects, which ultimately constrain possibilities for municipalities to drive sustainable development. Findings are based on case studies of two sustainability-profiled district developments in different Swedish municipalities. Main barriers perceived by the developers could be categorized into: (1) increased costs when adapting to unforeseen changes that constrain project budgets and (2) conflicting interests and objectives between interdependent actors. These barriers are contextualised within the relationship between the developers and municipalities. Contributions are made to literature on developers’ roles and perspectives in sustainability-oriented urban development. We illustrate how conflicting short-term and long-term interests between developers and municipalities complicate and impede problem solving in housing development projects. This calls for more research on these actors’ interests, and how they align and conflict in these types of projects. Findings also illustrate how developers resolve issues through interactions with municipalities, indicating collaborative problem solving processes to investigate further.

show abstract

Renewal in construction projects: tracing effects of client requirements

Cited by 37 publications

References 54 publications

Public clients ability to drive industry change: the case of implementing BIM

Public clients ability to drive industry change: the case of implementing BIM

Drivers of Professional Service Model Innovation in the Chinese Construction Industry

Housing developers’ perceived barriers to implementing municipal sustainability requirements in Swedish sustainability-profiled districts

Contact Info

Product

Resources

About