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Bridge, A J and Tisdell, C (2006) The determinants of the vertical boundaries of the construction firm: response. Construction Management and Economics, 24(03), 23-36.
Chang, C-Y (2006) Comment - The determinants of the vertical boundaries of the construction firm: comment. Construction Management and Economics, 24(03), 229-32.
El-Diraby, T A and Gill, S M (2006) A taxonomy for construction terms in privatized-infrastructure finance: supporting semantic exchange of project risk information. Construction Management and Economics, 24(03), 271-85.
Leiringer, R (2006) Technological innovation in PPPs: incentives, opportunities and actions. Construction Management and Economics, 24(03), 301-8.
Ogunsemi, D R and Jagboro, G O (2006) Time-cost model for building projects in Nigeria. Construction Management and Economics, 24(03), 253-8.
Peansupap, V and Walker, D H T (2006) Innovation diffusion at the implementation stage of a construction project: a case study of information communication technology. Construction Management and Economics, 24(03), 321-32.
Phua, F T T (2006) Predicting construction firm performance: an empirical assessment of the differential impact between industry- and firm-specific factors. Construction Management and Economics, 24(03), 309-20.
Price, A D F and Chahal, K (2006) A strategic framework for change management. Construction Management and Economics, 24(03), 237-51.
- Type: Journal Article
- Keywords: Change; culture; strategy; framework; organization
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190500227011
- Abstract:
Many organizations have undergone substantial change over recent years and the importance of organizational culture to organizational analysis and change management has been increasingly recognized. However, the implementation of change is a complex process that is not always successful due to a variety of reasons. Failure in most change processes can be traced back to poor communications and underestimation of the amount of retraining required. The main aim of this research is to identify the key steps that could improve the management of change. Literature relating to organizational culture, the need for change, types of change and resistance to change was used to develop a theoretical basis for the research. Organizational change management case studies and exploratory interviews were used to document experiences of organizational change and develop a strategic framework for change management. Validation was through acceptance and adoption of the developed process within a construction-based organization. The research has demonstrated how well-planned change helps to ensure that change is successfully implemented. Critical to successful change is not only the development of more efficient and effective processes but alignment of organizational culture to support these new processes.
Tam, V W Y, Tam, C M, Shen, L Y, Zeng, S X and Ho, C M (2006) Environmental performance assessment: perceptions of project managers on the relationship between operational and environmental performance indicators. Construction Management and Economics, 24(03), 287-99.
Yu, W-D (2006) PIREM: a new model for conceptual cost estimation. Construction Management and Economics, 24(03), 259–70.