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Bibby, L, Bouchlaghem, D and Austin, S (2003) Design management in practice: testing a training initiative to deliver tools and learning. Construction Innovation, 3(04), 217–29.

Charoenngam, C, Coquinco, S T and Hadikusumo, B H W (2003) Web-based application for managing change orders in construction projects. Construction Innovation, 3(04), 197–215.

Cheng, E W L and Li, H (2003) Utility of consistency measure in the analytic hierarchy process. Construction Innovation, 3(04), 231–47.

Lemos, T d, Almeida, L, Betts, M and Eaton, D (2003) An examination on the sustainable competitive advantage of private finance initiative projects. Construction Innovation, 3(04), 249–59.

  • Type: Journal Article
  • Keywords: Attention to the client; Competitive advantage; Construction companies; Efficiency; Innovation; PFI; Quality; Sustainable competitive advantage
  • ISBN/ISSN: 1471-4175
  • URL: http://www.emeraldinsight.com/10.1108/14714170310814963
  • Abstract:
    The Private Finance Initiative (PFI) is a long-term concession of services used by the UK Government to capture private capital to fund public projects. This model is being increasingly applied in Portugal and the assessment of its competitive advantage is very important to Portugal. The empiric study undertaken both in Portugal and the UK has permitted some conclusions to be drawn already. PFI has developed the way the construction industry is managed, and has increased the competitive advantage of UK construction industry acting in the four vectors of competitive advantage: innovation, quality, efficiency and attention to the client. Innovation occurred through new designs that were more efficient and cost effective through the project’s whole life cycle. There is the widespread use of management tools: whole life cycle costing, risk management and benchmarking. PFI also improved communication in the UK construction industry, forcing interaction and feedback from all stakeholders in a project. Record 87.