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Christodoulou, S E, Ellinas, G N and Aslani, P (2009) Disorder considerations in resource-constrained scheduling. Construction Management and Economics, 27(03), 229–40.

Hui, E C-M and Fung, H H-K (2009) Real estate development as real options. Construction Management and Economics, 27(03), 221–7.

Jia, Y A, Rowlinson, S, Kvan, T, Lingard, H C and Yip, B (2009) Burnout among Hong Kong Chinese architecture students: the paradoxical effect of Confucian conformity values. Construction Management and Economics, 27(03), 287–98.

Leiringer, R, Green, S D and Raja, J Z (2009) Living up to the value agenda: the empirical realities of through-life value creation in construction. Construction Management and Economics, 27(03), 271–85.

  • Type: Journal Article
  • Keywords: servitization; integrated solutions; PFI; value; outsourcing
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190802699032
  • Abstract:
    Current research agendas are increasingly encouraging the construction industry to operate on the basis of "added value". Such debates echo the established concept of "high value manufacturing" and associated trends towards servitization. Within construction, the so-called "value agenda" draws heavily from the notion of integrated solutions. This is held to be especially appropriate in the context of PFI projects. Also relevant is the concept of service-led projects whereby the project rationale is driven by the client's objectives for delivering an enhanced service to its own customers. Such ideas are contextualized by a consideration of broader trends of privatization and outsourcing within and across the construction industry's client base. The current emphasis on integrated solutions reflects long-term trends within privatized client organizations towards the outsourcing of asset management capabilities. However, such trends are by no means uniform or consistent. An in-depth case study of three operating divisions within a major construction company illustrates that firms are unlikely to reorientate their business in response to the "value agenda". In the case of PFI, the tendency has been to establish specialist units for the purposes of winning work. Meanwhile, institutionally embedded operating routines within the rest of the business remain broadly unaffected.

Ping Ho, S, Lin, Y-H, Wu, H-L and Chu, W (2009) Empirical test of a model for organizational governance structure choices in construction joint ventures. Construction Management and Economics, 27(03), 315–24.

Pulket, T and Arditi, D (2009) Construction litigation prediction system using ant colony optimization. Construction Management and Economics, 27(03), 241–51.

Toor, S-U-R and Ofori, G (2009) Authenticity and its influence on psychological well-being and contingent self-esteem of leaders in Singapore construction sector. Construction Management and Economics, 27(03), 299–313.

Yuan, J, Zeng, A Y, Skibniewski, M J and Li, Q (2009) Selection of performance objectives and key performance indicators in public–private partnership projects to achieve value for money. Construction Management and Economics, 27(03), 253–70.