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Chandra, V and Loosemore, M (2011) Communicating about organizational culture in the briefing process: case study of a hospital project. Construction Management and Economics, 29(03), 223–31.

Chowdhury, A N, Chen, P-H and Tiong, R L K (2011) Analysing the structure of public-private partnership projects using network theory. Construction Management and Economics, 29(03), 247–60.

Laryea, S (2011) Quality of tender documents: case studies from the UK. Construction Management and Economics, 29(03), 275–86.

Li, H, Guo, H L, Skitmore, M, Huang, T, Chan, K Y N and Chan, G (2011) Rethinking prefabricated construction management using the VP-based IKEA model in Hong Kong. Construction Management and Economics, 29(03), 233–45.

Mbachu, J and Frei, M (2011) Diagnosing the strategic health of an organization from SWOT analysis results: case study of the Australasian cost management profession. Construction Management and Economics, 29(03), 287–303.

Shan, Y, Goodrum, P M, Zhai, D, Haas, C and Caldas, C H (2011) The impact of management practices on mechanical construction productivity. Construction Management and Economics, 29(03), 305–16.

  • Type: Journal Article
  • Keywords: automation; labour productivity; pre-project planning; safety; team building
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2010.538070
  • Abstract:
    Over recent decades, sporadic advancements in machinery and construction materials have to some extent increased construction productivity in the United States. However, there is evidence that additional productivity improvement opportunities exist. One way to improve direct work rates and likewise the potential to increase construction craft productivity is through better planning and management. Utilizing a dataset from the Construction Industry Institute Benchmarking and Metrics programme with 41 sampled projects, the relationship between the level of implementation of different management programmes and mechanical craft productivity is examined. The implementation of several management programmes, including pre-project planning, team building, automation and integration of information systems and safety had a positive correlation with improved mechanical productivity. In fact, the statistical results show that projects with advanced implementation of the selected management programmes experienced significant mechanical productivity advantages over projects with weak implementation.

Tabish, S Z S and Jha, K N (2011) Analyses and evaluation of irregularities in public procurement in India. Construction Management and Economics, 29(03), 261–74.