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Abdul-Aziz, A-R, Ngau, D P, Lim, Y M and Nuruddin, A R (2011) Internationalization of Malaysian quantity surveying firms: exploring the best fit models. Construction Management and Economics, 29(01), 49–58.

Brown, A D and Phua, F T T (2011) Subjectively construed identities and discourse: towards a research agenda for construction management. Construction Management and Economics, 29(01), 83–95.

Chang, Y, Wilkinson, S, Potangaroa, R and Seville, E (2011) Identifying factors affecting resource availability for post-disaster reconstruction: a case study in China. Construction Management and Economics, 29(01), 37–48.

Dursun, O and Stoy, C (2011) Time-cost relationship of building projects: statistical adequacy of categorization with respect to project location. Construction Management and Economics, 29(01), 97–106.

Gundes, S (2011) Exploring the dynamics of the Turkish construction industry using input-output analysis. Construction Management and Economics, 29(01), 59–68.

Lu, W, Olofsson, T and Stehn, L (2011) A lean-agile model of homebuilders' production systems. Construction Management and Economics, 29(01), 25–35.

Mbiti, T K, Blismas, N, Wakefield, R and Lombardo, R (2011) System archetypes underlying the problematic behaviour of construction activity in Kenya. Construction Management and Economics, 29(01), 3–13.

Thomson, D (2011) A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success. Construction Management and Economics, 29(01), 69–82.

  • Type: Journal Article
  • Keywords: case study; client requirements; complexity; project sponsor; stakeholder behaviour
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2010.519399
  • Abstract:
    Construction industry reliance on performance metrics fixed at the project outset is being superseded by increasing use of emergent client judgments to characterize success. Clients may still consider a project that fails to meet formalized time, cost and performance goals successful if it satisfies emergent requirements not understood during initial briefing. Construction practitioners do not routinely recognize that client awareness of requirements improves as projects progress. Internal conflict among the client stakeholders and their reflections on the emerging project solution help client stakeholders to better understand their needs. Dissatisfaction results when these emergent requirements are not acknowledged. The need for practitioners to recognize and respond to these issues is explored by a paradigmatic case study of an office relocation and refurbishment project. The role of the ‘project sponsor’ as a synthesizer of client requirements and reflections on the emerging solution was observed to be subverted by stakeholders in a client body who found their emergent requirements were not acknowledged by construction practitioners. By characterizing the harmful effect of pluralistic client complexity and emergent requirements on perceptions of project success, the rationale for a revised project sponsor role to better address these influences on perceptions of project success is contributed.

Wu, J, Kumaraswamy, M and Soo, G K L (2011) Dubious benefits from future exchange: an explanation of payment arrears from "continuing clients" in Mainland China. Construction Management and Economics, 29(01), 15–23.