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Chen, Z, Li, H, Shen, Q and Xu, W (2004) An empirical model for decision-making on ISO 14000 acceptance in the Shanghai construction industry. Construction Management and Economics, 22(01), 55-73.

Dunn, B (2004) The regionalization of international contracting and its implications for models of construction spending. Construction Management and Economics, 22(01), 93-100.

Lavy, S and Shohet, I M (2004) Integrated maintenance management of hospital buildings: a case study. Construction Management and Economics, 22(01), 25-34.

Manavazhi, M R (2004) Assessment of the propensity for revisions in design projects through the dichotomous characterization of designer effort. Construction Management and Economics, 22(01), 47-54.

Moselhi, O, Li, J and Alkass, S (2004) Web-based integrated project control system. Construction Management and Economics, 22(01), 35-46.

Pan, Z (2004) Commercial housing ownership predictors in urban China: an analysis of a national survey. Construction Management and Economics, 22(01), 85-91.

Pries, F, Dorée, A G, Veen, B V d and Vrijhoef, R (2004) Note: The role of leaders' paradigm in construction industry change. Construction Management and Economics, 22(01), 7-10.

  • Type: Journal Article
  • Keywords: Construction industry; innovation; paradigms; barriers to change; construction management
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/0144619042000186013
  • Abstract:

    As in other industries, firms in the construction industry need to become more client- and market-oriented. In the last decade, several initiatives have been taken to change the construction industry in that direction. The changes, however, seem to be slower than other industries and less forthcoming than projected. Old practices and patterns die hard. Fundamental changes in orientation, strategy and strategy deployment require shifts in the management paradigms (i.e. the ’frames of mind’ that steer individual and collective behaviour). Management is seen as a crucial factor in these change processes, but can the new business be created by old management paradigms? Can the leaders in the construction industry shake off the old paradigms? An explorative quantitative study shows that the mainstream paradigm of construction industry leaders today is much as it was in the past: technology- and project-oriented. Acting out of this paradigm, issues as social-organizational change and strategic focus on the client - regarded as important for the industry - will probably not be addressed properly. Change initiatives could gain in success, when they create wider awareness of existence and persistence of incumbent and prevailing paradigms.

Skitmore, R M (2004) Predicting the probability of winning sealed bid auctions: the effects of outliers on bidding models. Construction Management and Economics, 22(01), 101-9.

Sohail, M and Baldwin, A N (2004) Performance indicators for 'micro-projects' in developing countries. Construction Management and Economics, 22(01), 11-23.

Turner, J R (2004) Farsighted project contract management: incomplete in its entirety. Construction Management and Economics, 22(01), 75-83.