Managing Innovation in ConstructionThomas Telford, 2003 - 314 pages - Nature of construction: Strengths and weaknesses - Construction's response to the need for innovation - Models of innovation and innovation process - Innovation in construction - Innovation in procurement approaches and processes - Partnering: a journey to fifth generation innovation - Supply chain management as a fifth generation innovation - Culture changes as a fifth generation innovation - Culture changes as a key pre-requisite for fifth generation innovation - A greater role for subcontractors - Challenge of diffusing this type of innovation to the whole of construction |
Contents
Review of the responsiveness of construction | 31 |
Constructions response to postFordism | 87 |
The conceptual framework for innovation | 136 |
Copyright | |
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Common terms and phrases
achieve activities adoption adversarial architects argues Asda associated behaviour building Chapter clients collaborative competitive advantage complex components construction management construction organisations construction process construction projects construction's continuous contract cost culture Davis Langdon demand design and construction Diffusion of innovation downstream early economic Edward Elgar effective emergence emphasis engineering factors firms Fordism greater identified implementation improve increased increasingly Industrial Revolution industrialisation industry's innovation in construction integration inter-organisational internal involved Kondratiev wave labour Latham levels London main contractors major manufacturing materials ment Mowlem operating system paradigm participants partnering performance post-Fordism post-Fordist prefabrication products and services programme project management project teams quantity surveyors recognised reduce relationships requirements responsibility Rethinking Construction risk role Saad Sainsbury's sectors seen significant skills specialist and trade specialist contractors strategic structure successful suppliers supply chain management supply systems Thomas Telford tion trade subcontractors traditional trust