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Abdul-Rahman, H (1995) The cost of non-conformance during a highway project: a case study. Construction Management and Economics, 13(01), 23-32.
Akintoye, A and Sommerville, J (1995) Distributed lag relationships between UK construction orders and output. Construction Management and Economics, 13(01), 33-42.
Chau, K W (1995) The validity of the triangular distribution assumption in Monte Carlo simulation of construction costs: empirical evidence from Hong Kong. Construction Management and Economics, 13(01), 15-21.
Dawood, N N (1995) An integrated knowledge-based/simulation approach to production planning: an application to the pre-cast industry. Construction Management and Economics, 13(01), 53-64.
Loosemore, M (1995) Reactive management: communication and behavioural issues in dealing with the occurrence of client risks. Construction Management and Economics, 13(01), 65-80.
Nkado, R N (1995) Construction time-influencing factors: the contractor's perspective. Construction Management and Economics, 13(01), 81-9.
Pries, F and Janszen, F (1995) Innovation in the construction industry: the dominant role of the environment. Construction Management and Economics, 13(01), 43-51.
Winch, G and Campagnac, E (1995) The organization of building projects: an Anglo/French comparison. Construction Management and Economics, 13(01), 3-14.
- Type: Journal Article
- Keywords: contracting system; social housing; France; project organization; UK
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446199500000002
- Abstract:
The paper reports the results of a comparative research project on the organization of the production of social housing in Great Britain and France. Comparing two matched projects longitudinally using the methodology croiée, the analysis compares and contrasts the structure and process of the two projects. The British project is identified as being characterized by risk shedding, cost control and the externalization of variability, while the French one is characterized by risk sharing, cost reduction and the internalization of variability. Placing the case projects in the context of the contracting systems of the two countries, the three Cs of contracting systems are identified - conception, construction and control. In conclusion, it is argued that it is from the organization of contracting systems that competitive advantage in the emerging European construction industry will be derived.