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Brandon, P S (1984) Cost versus quality: a zero sum game?. Construction Management and Economics, 2(02), 111-26.

Cherns, A B and Bryant, D T (1984) Studying the client's role in construction management. Construction Management and Economics, 2(02), 177-84.

  • Type: Journal Article
  • Keywords: client involvement; communication; project team organization; temporary multi-organization
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446198400000016
  • Abstract:

    Construction industry researchers tend to oversimplify the role of the client in the construction management process. This partly results from the propensity of researchers to use ’broadcast’ survey method approaches which typically achieve shallow penetration of the client’s world. Obtaining access to critical data involves a different relationship between researcher and client. When the client is seen as complex rather than unitary, the history and pre-history of the project loom large. What has occurred in the past can have a crucial effect on the operations of the project team assembled to manage the construction. A pilot study to test the feasibility of obtaining valid information from building clients is described. Twenty ’points’ or hypotheses about the client’s role in construction management are advanced and are to be tested in a forthcoming major study.

Edwards, B and Eckblad, J (1984) Motivating the British construction industry. Construction Management and Economics, 2(02), 145-56.

Furusaka, S and Gray, C (1984) A model for the selection of the optimum crane for construction sites. Construction Management and Economics, 2(02), 157-76.

Gray, C and Flanagan, R (1984) US productivity and fast tracking starts on the drawing board. Construction Management and Economics, 2(02), 133-44.

Ofori, G (1984) Improving the construction industry in declining developing economies. Construction Management and Economics, 2(02), 127-32.

Walker, A and Hughes, W (1984) Private industrial project management: a systems-based case study. Construction Management and Economics, 2(02), 93-110.