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Adriaanse, A, Voordijk, H and Dewulf, G (2010) The use of interorganisational ICT in construction projects: a critical perspective. Construction Innovation, 10(02), 223–37.

Ahuja, V, Yang, J, Skitmore, M and Shankar, R (2010) An empirical test of causal relationships of factors affecting ICT adoption for building project management: An Indian SME case study. Construction Innovation, 10(02), 164–80.

Bowen, P, Jay, I, Cattell, K and Edwards, P (2010) Value management awareness and practice by South African architects: an empirical study. Construction Innovation, 10(02), 203–22.

Chen, L and Mohamed, S (2010) The strategic importance of tacit knowledge management activities in construction. Construction Innovation, 10(02), 138–63.

Nadim, W and Goulding, J S (2010) Offsite production in the UK: the way forward? A UK construction industry perspective. Construction Innovation, 10(02), 181–202.

Sharp, M (2010) Simple solutions to complex issues in the built environment. Construction Innovation, 10(02), 121–5.

Vennström, A and Eriksson, P E (2010) Client perceived barriers to change of the construction process. Construction Innovation, 10(02), 126–37.

  • Type: Journal Article
  • Keywords: change management; construction industry; construction operations; customer satisfaction; project management; Sweden
  • ISBN/ISSN: 1471-4175
  • URL: http://www.emeraldinsight.com/10.1108/14714171011037156
  • Abstract:
    Purpose: The purpose of this paper is to identify client-perceived barriers to a change towards increased client influence on the end result of the construction process. Additionally, the variables of size of clients' markets and the extent of external project management are investigated in order to see how they influence the perceptions concerning important barriers to change.Design/methodology/approach: Empirical data were collected through a survey responded to by 87 Swedish construction clients. Findings: Identified barriers are divided into three types: attitudinal, industrial and institutional. Attitudinal barriers (adversarial attitudes, lack of ethics and morality, focus on projects instead of processes and a short-term focus) and industrial barriers (traditional organization of the construction process, conservative industry culture, industry structure and traditional production processes) are perceived to be important, whereas institutional barriers (standard contracts, laws and traditional procurement procedures) are not perceived to be critical. Each different type of barrier is tested against the use of internal or external project management and the sphere of activity of the client. Attitudinal barriers are perceived as being more critical by clients using external project management. “Nearness” in terms of the sphere of activity (e.g. how large is the client's market?) also has an effect on how clients perceive the barriers. Locally, active clients do not consider attitudinal barriers to be as influential on the end result of the construction process as nationally active clients. Research limitations/implications: Since the empirical results are based on data collected only from Swedish clients, international generalizations should be made with caution. Practical implications: Clients wishing to act as change agents need to be aware that their use of internal versus external project management affects their chances to influence the other construction actors and implement change and innovation. Large national and international client organizations, which due to their size have significant opportunities to influence the industry, rely heavily on external project management, which may hamper their change agent role. Hence, such clients should make careful and purposeful selections of project management companies. Another more influential alternative is to strengthen their organisation and rely less on external project management. Originality/value: This paper presents a unique investigation of the connections between the use of internal/external project management and perceived barriers to change.