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Abdul-Aziz, A-R, Jaafar, M and Hussin, A A (2007) Are government-linked construction companies in Malaysia still valid? The indigenous contractors' perspective. Construction Management and Economics, 25(10), 1009–19.

Kaluarachchi, Y D and Jones, K (2007) Monitoring of a strategic partnering process: the Amphion experience. Construction Management and Economics, 25(10), 1053–61.

Lavy, S and Shohet, I M (2007) On the effect of service life conditions on the maintenance costs of healthcare facilities. Construction Management and Economics, 25(10), 1087–98.

Leung, M-Y, Skitmore, M and Chan, Y S (2007) Subjective and objective stress in construction cost estimation. Construction Management and Economics, 25(10), 1063–75.

Na, L J, Ofori, G, Ling, F Y Y and Hua, G B (2007) Role of national institutions in promoting innovation by contractors in Singapore. Construction Management and Economics, 25(10), 1021–39.

Rooke, J A, Koskela, L and Seymour, D (2007) Producing things or production flows? Ontological assumptions in the thinking of managers and professionals in construction. Construction Management and Economics, 25(10), 1077–85.

Yang, L-R (2007) Exploring the links between technology usage and project outcomes. Construction Management and Economics, 25(10), 1041–51.

  • Type: Journal Article
  • Keywords: Cost; project; scheduling; technological change; technology management
  • ISBN/ISSN: 0144-6193
  • URL: http://www.informaworld.com/openurl?genre=article&issn=0144-6193&volume=25&issue=10&spage=1041
  • Abstract:
    Ninety-eight capital facility projects from across Taiwan have been assessed on the issue of technology usage at the work function level and overall project cost and schedule success. The links between technology utilization and project success are explored in detail. Identification of project performance-leveraging work functions is employed as a way to gain greater understanding of the connection between technology usage and project performance. In addition, work function characteristics (WFCs) are investigated as an additional basis for gaining deeper insights into how technology usage may impact on project success. The analyses suggest that degrees of technology used in executing the project performance-leveraging work functions may have a significant impact on project cost or schedule performance. The results also indicate that information and data-intensive and management-related WFCs can positively influence project cost and schedule success.