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Andersen, L P, Nørdam, L, Joensson, T, Kines, P and Nielsen, K J (2018) Social identity, safety climate and self-reported accidents among construction workers. Construction Management and Economics, 36(01), 22-31.
Hietajärvi, A-M and Aaltonen, K (2018) The formation of a collaborative project identity in an infrastructure alliance project. Construction Management and Economics, 36(01), 1-21.
Peltokorpi, A, Olivieri, H, Granja, A D and Seppänen, O (2018) Categorizing modularization strategies to achieve various objectives of building investments. Construction Management and Economics, 36(01), 32-48.
- Type: Journal Article
- Keywords: building investment; Modularization strategy; production system; product architecture; product platform; Modularization; Studies; Modular construction; Product innovation; Investments; Supply chains; Buildings; Contractors; Empirical analysis; Modularity;
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2017.1353119
- Abstract:
Modularization has recently attracted considerable interest among academics and practitioners. In the construction industry, several modular solutions have been introduced and examined; however, hardly any study comprehensively classifies the different modularization strategies according to their possibility to achieve various objectives of building investments. This research aims to develop a framework for identifying and classifying modularization strategies in construction according to their suitability to achieve the specific outcomes intended for a building or its subsystem. Using the literature on product modularity, product platforms and production strategies as a basis, this study has developed a theoretical framework that proposes connections between the main objectives of a building investment and the dimensions of modularization strategies. The framework is elaborated by testing the propositions, based on an empirical analysis of nine real-life case studies. The findings reveal that modularization can be a suitable approach to develop an innovative design solution; improve a project's quality, cost and schedule performance; and enable flexibility in building use and maintenance. However, suggestions for achieving these objectives vary from project organization-driven to collaborative, integrated or supplier-driven modularization strategies. Developers, owners, contractors and module suppliers can use the framework when positioning and developing their roles in the construction supply chain.;Modularization has recently attracted considerable interest among academics and practitioners. In the construction industry, several modular solutions have been introduced and examined; however, hardly any study comprehensively classifies the different modularization strategies according to their possibility to achieve various objectives of building investments. This research aims to develop a framework for identifying and classifying modularization strategies in construction according to their suitability to achieve the specific outcomes intended for a building or its subsystem. Using the literature on product modularity, product platforms and production strategies as a basis, this study has developed a theoretical framework that proposes connections between the main objectives of a building investment and the dimensions of modularization strategies. The framework is elaborated by testing the propositions, based on an empirical analysis of nine real-life case studies. The findings reveal that modularization can be a suitable approach to develop an innovative design solution; improve a project's quality, cost and schedule performance; and enable flexibility in building use and maintenance. However, suggestions for achieving these objectives vary from project organization-driven to collaborative, integrated or supplier-driven modularization strategies. Developers, owners, contractors and module suppliers can use the framework when positioning and developing their roles in the construction supply chain.;
Sundquist, V, Gadde, L-E and Hulthén, K (2018) Reorganizing construction logistics for improved performance. Construction Management and Economics, 36(01), 49-65.