Abstracts – Browse Results
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Baarts, C (2009) Collective individualism: the informal and emergent dynamics of practising safety in a high-risk work environment. Construction Management and Economics, 27(10), 949–57.
Barrett, P and Sutrisna, M (2009) Methodological strategies to gain insights into informality and emergence in construction project case studies. Construction Management and Economics, 27(10), 935–48.
Bresnen, M (2009) Living the dream? Understanding partnering as emergent practice. Construction Management and Economics, 27(10), 923–33.
Georg, S and Tryggestad, K (2009) On the emergence of roles in construction: the qualculative role of project management. Construction Management and Economics, 27(10), 969–81.
Gluch, P (2009) Unfolding roles and identities of professionals in construction projects: exploring the informality of practices. Construction Management and Economics, 27(10), 959–68.
Gorse, C A and Emmitt, S (2009) Informal interaction in construction progress meetings. Construction Management and Economics, 27(10), 983–93.
Kao, C-C, Green, S D and Larsen, G D (2009) Emergent discourses of construction competitiveness: localized learning and embeddedness. Construction Management and Economics, 27(10), 1005–17.
- Type: Journal Article
- Keywords: competitiveness; contractor; case study; discourse; embeddedness; localized learning
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190903273935
- Abstract:
Research is described that sought to understand how senior managers within regional contracting firms conceptualize and enact competitiveness. Existing formal discourses of construction competitiveness include the discourse of ‘best practice’ and the various theories of competitiveness as routinely mobilized within the academic literature. Such discourses consistently underplay the influence of contextual factors in shaping how competitiveness is enacted. An alternative discourse of competitiveness is outlined based on the concepts of localized learning and embeddedness. Two case studies of regional construction firms provide new insights into the emergent discourses of construction competitiveness. The empirical findings resonate strongly with the concepts of localized learning and embeddedness. The case studies illustrate the importance of de-centralized structures which enable multiple business units to become embedded within localized markets. A significant degree of autonomy is essential to facilitate localized entrepreneurial behaviour. In essence, sustained competitiveness was found to depend upon the extent to which de-centralized business units enact ongoing processes of localized learning. Once local business units have become embedded within localized markets the essential challenge is how to encourage continued entrepreneurial behaviour while maintaining a degree of centralized control and coordination. Of key importance is the recognition that the capabilities that make companies competitive transcend organizational boundaries such that they become situated within complex networks of relational ties.
Rooke, J A, Koskela, L and Kagioglou, M (2009) Informality in organization and research: a review and a proposal. Construction Management and Economics, 27(10), 913–22.
Styhre, A (2009) Tacit knowledge in rock construction work: a study and a critique of the use of the term. Construction Management and Economics, 27(10), 995–1003.