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Ahadzi, M and Bowles, G (2004) Public-private partnerships and contract negotiations: an empirical study. Construction Management and Economics, 22(09), 967-78.

Chandra, V and Loosemore, M (2004) Women's self-perception: an inter-sector comparison of construction, legal and nursing professionals. Construction Management and Economics, 22(09), 947-56.

Cheung, S O, Tam, C M, Tam, V, Cheung, K and Suen, H (2004) A web-based performance assessment system for environmental protection: WePass. Construction Management and Economics, 22(09), 927-35.

Fagbenle, O I, Adeyemi, A Y and Adesanya, D A (2004) The impact of non-financial incentives on bricklayers' productivity in Nigeria. Construction Management and Economics, 22(09), 899-911.

Lingard, H and Francis, V (2004) The work-life experiences of office and site-based employees in the Australian construction industry. Construction Management and Economics, 22(09), 991-1002.

McCloughan, P (2004) Construction sector concentration: evidence from Britain. Construction Management and Economics, 22(09), 979-90.

Phua, F T T and Rowlinson, S (2004) Operationalizing culture in construction management research: a social identity perspective in the Hong Kong context. Construction Management and Economics, 22(09), 913-25.

Styhre, A, Josephson, P-E and Knauseder, I (2004) Learning capabilities in organizational networks: case studies of six construction projects. Construction Management and Economics, 22(09), 957-66.

  • Type: Journal Article
  • Keywords: Organizational learning; construction project; networks
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/0144619042000241417
  • Abstract:

    Organizational learning is a key mechanism for adapting to changes in the organization’s environment, sharing know-how and experiences, and for providing innovative solutions. Practices of organization learning are examined in six Swedish construction projects. In the Swedish construction industry, organization learning practices are in many cases underdeveloped and therefore mechanisms for sharing know-how, information, and experiences remain an organizational capability not fully exploited. Findings suggest that construction projects are primarily relying on informal and personal contacts rather than more formal reporting and computer-based management control systems. The implications for management in the industry are that new arenas wherein various professional groups can share knowledge and information would be beneficial for construction projects in terms of enabling for joint learning and a better use of the intellectual resources employed the project.

Tang, S L, Ying, K C, Chan, W Y and Chan, Y L (2004) Impact of social safety investments on social costs of construction accidents. Construction Management and Economics, 22(09), 937-46.