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Bon, R (2001) The future of building economics: a note. Construction Management and Economics, 19(03), 255-8.

Gann, D M (2001) Putting academic ideas into practice: technological progress and the absorptive capacity of construction organizations. Construction Management and Economics, 19(03), 321-30.

Gibb, A G F (2001) Standardization and pre-assembly- distinguishing myth from reality using case study research. Construction Management and Economics, 19(03), 307-15.

Groák, S (2001) Representation in building. Construction Management and Economics, 19(03), 249-53.

Iwashita, S (2001) Custom made housing in Japan and the growth of the super subcontractor. Construction Management and Economics, 19(03), 295-300.

Matsumura, S (2001) Perspectives on component-based design in Japanese construction. Construction Management and Economics, 19(03), 317-9.

McCutcheon, R T (2001) Employment generation in public works: recent South African experience. Construction Management and Economics, 19(03), 275-84.

Meikle, J L (2001) A review of recent trends in house construction and land prices in Great Britain. Construction Management and Economics, 19(03), 259-65.

Towill, D R (2001) The idea of building business processes: the responsive housebuilder. Construction Management and Economics, 19(03), 285-93.

  • Type: Journal Article
  • Keywords: benchmarking; business systems engineering; lean construction; process change models;
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190010020408
  • Abstract:

    In many market sectors there has recently been an apparent step change for the better in how companies perform their core business. The result has been increased competitive advantage for companies in the electronic products, automotive, insurance, banking and mechanical sectors. Careful research has shown that the way forward for the construction sector to similarly benefit from the new methodology is to apply well established ‘business systems engineering7rsquo; (BSE) principles. But business systems engineering is concerned with both engineering and integrating the technological, financial, organizational and cultural aspects of business processes. The responsive housebuilder is the particular example selected herein to demonstrate the power of the approach. By re-engineering the design, financing, and production processes, the housebuilder first learns to survive economic turbulence. However, second it grows by increasing market share via the exploitation of new opportunities enabled by much reduced delivery times. The outcome is therefore a welcome addition to the construction sector survivability categories originally listed by Steven Groák in The Idea of Building.

Wells, J (2001) Construction and capital formation in less developed economies: unravelling the informal sector in an African city. Construction Management and Economics, 19(03), 267-74.

Yashiro, T (2001) A Japanese perspective on the decline of robust technologies and changing technological paradigms in housing construction: issues for construction management research. Construction Management and Economics, 19(03), 301-6.