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Akiner, I and Tijhuis, W (2007) Work goal orientation of construction professionals in Turkey: comparison of architects and civil engineers. Construction Management and Economics, 25(11), 1165–75.

Dai, J, Goodrum, P M and Maloney, W F (2007) Analysis of craft workers' and foremen's perceptions of the factors affecting construction labour productivity. Construction Management and Economics, 25(11), 1139–52.

Ding, Z and Ng, F (2007) Reliability and validity of the Chinese version of McAllister's trust scale. Construction Management and Economics, 25(11), 1107–17.

Gorse, C A and Emmitt, S (2007) Communication behaviour during management and design team meetings: a comparison of group interaction. Construction Management and Economics, 25(11), 1197–213.

Imriyas, K, Pheng, L S and Teo, E A-L (2007) A fuzzy knowledge-based system for premium rating of workers' compensation insurance for building projects. Construction Management and Economics, 25(11), 1177–95.

Simmons, K M and Sutter, D (2007) Tornado shelters and the housing market. Construction Management and Economics, 25(11), 1119–26.

Tam, C M, Tong, T K L and Wong, B W L (2007) An integrated system for earthmoving planning. Construction Management and Economics, 25(11), 1127–37.

Tzortzopoulos, P and Sexton, M (2007) An investigation on the implementation of product development process models in construction companies. Construction Management and Economics, 25(11), 1153–64.

  • Type: Journal Article
  • Keywords: Product development process; process modelling; implementation; construction companies
  • ISBN/ISSN: 0144-6193
  • URL: http://www.informaworld.com/openurl?genre=article&issn=0144-6193&volume=25&issue=11&spage=1153
  • Abstract:
    Process models have been developed by academia and industry to enhance design and construction activities. However, effective and widespread adoption and use of such models in practice has been limited. This research investigated the dynamics of product development process (PDP) models implementation in construction companies. Four case studies were undertaken, and key findings emphasize the need to consider the design and implementation of PDP models in an integrated fashion within the organizational context in which it takes place; and the need for a shift in the role of PDP models from a rational 'planning and control' perspective to a softer 'learning' approach.