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Bowen, P A, Edwards, P J and Cattell, K (2009) Value management practice in South Africa: the built environment professions compared. Construction Management and Economics, 27(11), 1039–57.
Bryde, D J and Volm, J M (2009) Perceptions of owners in German construction projects: congruence with project risk theory. Construction Management and Economics, 27(11), 1059–71.
Doloi, H (2009) Relational partnerships: the importance of communication, trust and confidence and joint risk management in achieving project success. Construction Management and Economics, 27(11), 1099–109.
Liu, S-S and Wang, C-J (2009) Two-stage profit optimization model for linear scheduling problems considering cash flow. Construction Management and Economics, 27(11), 1023–37.
McGrath-Champ, S and Rosewarne, S (2009) Organizational change in Australian building and construction: rethinking a unilinear ‘leaning’ discourse. Construction Management and Economics, 27(11), 1111–28.
- Type: Journal Article
- Keywords: business process re-engineering; lean production; Australia
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190903236361
- Abstract:
Over the past few decades there has been extensive reorganization of the construction industry in many developed countries including removal of head contractor companies from direct operational construction, elongation of the subcontracting chain, rising self-employment, casualization of work and reduced investment in training. These trends are the subject of a prescriptive, industry literature directed at industry ‘improvement’ and an important British-based critique of the underlying drivers of ‘leanness’ and organizational ‘re-engineering’. Drawing primarily upon interviews with organizations across the breadth of the industry, this paper provides evidence concerning such key changes in the Australian context, revealing both ‘leaning’/‘re-engineering’ tendencies but also counter-tendencies necessitated by the goal of sustaining enduring enterprise and a viable labour force. A more reflexive approach by major companies to competitive pressures and risk shifting is revealed. Further, this evidence provides grounds for challenging the re-engineering/lean construction critique which is discerned as succumbing to the unitarist and unilinear discourse which it seeks to challenge.
Nguyen, N H, Skitmore, M and Wong, J K W (2009) Stakeholder impact analysis of infrastructure project management in developing countries: a study of perception of project managers in state-owned engineering firms in Vietnam. Construction Management and Economics, 27(11), 1129–40.
Pietroforte, R, Gregori, T and Falagario, M (2009) The changing input structure of the US construction industry: a longitudinal analysis. Construction Management and Economics, 27(11), 1089–98.
Tseng, C-L, Zhao, T and Fu, C C (2009) Contingency estimation using a real options approach. Construction Management and Economics, 27(11), 1073–87.
Xia, B, Chan, A P C and Yeung, J F Y (2009) Identification of key competences of design-builders in the construction market of the People's Republic of China (PRC). Construction Management and Economics, 27(11), 1141–52.