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Alsamadani, R, Hallowell, M and Javernick-Will, A N (2013) Measuring and modelling safety communication in small work crews in the US using social network analysis. Construction Management and Economics, 31(06), 568-79.
Ayers, G F, Culvenor, J F, Sillitoe, J and Else, D (2013) Meaningful and effective consultation and the construction industry of Victoria, Australia. Construction Management and Economics, 31(06), 542-67.
Behm, M and Schneller, A (2013) Application of the Loughborough Construction Accident Causation model: a framework for organizational learning. Construction Management and Economics, 31(06), 580-95.
Esmaeili, B and Hallowell, M (2013) Integration of safety risk data with highway construction schedules. Construction Management and Economics, 31(06), 528-41.
Forman, M (2013) Inertia and change: lean construction and health and safety work on construction sites. Construction Management and Economics, 31(06), 647-60.
- Type: Journal Article
- Keywords:
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2013.765953
- Abstract:
Lean construction has been articulated as a concept that can solve health and safety (H&S) problems at construction sites. The question is whether it is that simple. Lean construction and H&S work can be perceived as two different societal change programmes. The focus in this article is on how organizations implement the change programmes and what new forms of practice they stabilize as a result of the implementation process. In particular, the stabilization of new routines for coupling production planning and H&S work are investigated. Applied theories lie within the areas of change processes in organizations, H&S and construction management. The method was based on three qualitative case studies. Three major Danish contractors were involved in the investigation, and for each contractor a construction project was studied on site over a six-month period. Contractors are project-based companies and it seemed that the change programmes and the stabilized new practices that relate production planning and H&S work at construction sites were dependent on the relationship between the functional departments at the company and the construction project, the organizational location of the key actors that drive the change programmes, the "softness" of the concepts that are implemented and the perception of H&S.
Koch, C (2013) From crew to country? Local and national construction safety cultures in Denmark. Construction Management and Economics, 31(06), 691-703.
Larsen, G D and Whyte, J (2013) Safe construction through design: perspectives from the site team. Construction Management and Economics, 31(06), 675-90.
Li, H, Chan, G and Skitmore, M (2013) Integrating real time positioning systems to improve blind lifting and loading crane operations. Construction Management and Economics, 31(06), 596-605.
Marks, E D and Teizer, J (2013) Method for testing proximity detection and alert technology for safe construction equipment operation. Construction Management and Economics, 31(06), 636-46.
Melzner, J, Zhang, S, Teizer, J and Bargstädt, H-J (2013) A case study on automated safety compliance checking to assist fall protection design and planning in building information models. Construction Management and Economics, 31(06), 661-74.
Sherratt, F, Farrell, P and Noble, R (2013) UK construction site safety: discourses of enforcement and engagement. Construction Management and Economics, 31(06), 623-35.
Tutt, D, Pink, S, Dainty, A R J and Gibb, A (2013) ‘In the air’ and below the horizon: migrant workers in UK construction and the practice-based nature of learning and communicating OHS. Construction Management and Economics, 31(06), 515-27.
Zhou, Z, Irizarry, J and Li, Q (2013) Applying advanced technology to improve safety management in the construction industry: a literature review. Construction Management and Economics, 31(06), 606-22.