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Assaf, S A (1987) Feasibility assessment of large-scale housing development in Saudi Arabia: a case study. Construction Management and Economics, 5(02), 157-68.

Brownlie, S M and Harris, F C (1987) A review of finance for large-scale construction. Construction Management and Economics, 5(02), 115-21.

Lansley, P R (1987) Corporate strategy and survival in the UK construction industry. Construction Management and Economics, 5(02), 141-55.

Lowe, J G (1987) The measurement of productivity in the construction industry. Construction Management and Economics, 5(02), 101-13.

Roberts, J (1987) The business round-table construction industry cost effectiveness task force. Construction Management and Economics, 5(02), 95-100.

Scott, D (1987) Multi-objective economic evaluation of minor roading projects. Construction Management and Economics, 5(02), 169-81.

Walker, A and Hughes, W (1987) A project managed by a multi-disciplinary practice: a systems-based case study. Construction Management and Economics, 5(02), 123-40.

  • Type: Journal Article
  • Keywords: case study; linear responsibility analysis; private sector; project management; systems theory; organization
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446198700000012
  • Abstract:

    The technique of linear responsibility analysis is used for a retrospective case study of a private industrial development consisting of an engineering factory and offices. A multi-disciplinary professional practice was used to manage and design the project. The organizational structure adopted on the project is analysed using concepts from systems theory which are included in Walker’s theoretical model of the structure of building project organizations (Walker, 1981). This model proposes that the process of buildings provision can be viewed as systems and sub-systems which are differentiated form each other at decision points. Further to this, the sub-systematic analysis of the relationship between the contributors gives a quantitative assessment of the efficiency of the organizational structure used. There was a high level of satisfaction with the completed project and this is reflected by the way in which the organization structure corresponded to the model’s proposition. However, the project was subject to string environmental forces which the project organization was not capable of entirely overcoming.