Abstracts – Browse Results
Click on the titles below to expand the information about each abstract.
Viewing 8 results ...
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.
- Type: Journal Article
- Keywords: environment; innovation
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446199500000006
- Abstract:
In this research paper the innovative and strategic behaviours of the construction industry and the companies within the sector are analysed. In other sectors, but in particular for builders, a clear relationship with their environment is shown. When these external circumstances are positive the industry is apparently very capable of innovation. Recently we have noticed increasing environmental turbulence, which will have an enormous impact on management. Companies in the construction industry will have to compete in a more extrovert and market-driven way and they will have to reconsider their capabilities. Specialization and diversification on various subjects are probably the most important strategic process companies will increasingly have the character of what Chandler refers to as ’modern industrial enterprises’.
Winch, G and Campagnac, E (1995) The organization of building projects: an Anglo/French comparison. Construction Management and Economics, 13(01), 3-14.