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Ballal, T M A and Sher, W D (2003) Artificial neural networks for the selection of buildable structural systems. Engineering, Construction and Architectural Management, 10(04), 263–71.

Gorse, C A and Emmitt, S (2003) Investigating interpersonal communication during construction progress meetings: challenges and opportunities. Engineering, Construction and Architectural Management, 10(04), 234–44.

Kanoglu, A (2003) An integrated system for duration estimation in design/build projects and organizations. Engineering, Construction and Architectural Management, 10(04), 272–82.

Mills, A, Harris, D and Skitmore, M R (2003) The accuracy of housing forecasting in Australia. Engineering, Construction and Architectural Management, 10(04), 245–53.

Price, A D F (2003) The strategy process within large construction organizations. Engineering, Construction and Architectural Management, 10(04), 283–96.

  • Type: Journal Article
  • Keywords: case studies; buildings; physical planning; construction industry; strategic planning
  • ISBN/ISSN: 0969-9988
  • URL: http://titania.emeraldinsight.com/vl=1289930/cl=13/nw=1/rpsv/cw/mcb/09699988/v10n4/s6/p283
  • Abstract:
    This paper investigates current approaches to the process of managing strategy within the construction industry. The results from nine case studies have been summarised under the headings of: defining the process of developing strategy; activities and outputs associated with the strategic process; strategic tools and techniques used in the process; outputs to the strategic process and factors that govern strategic success time scale for planning horizons; the level of personnel involvement; and the most important factors for successful implementation of strategy. The strategic frameworks adopted by the case study organisations have been combined into a single framework for managing the strategic process. Several issues of strategic concern were identified and recommendations have been put forward under three headings: development of the strategic process; improvement of internal and external audits; and increased application of appropriate tools and techniques.

Wood, G D and Ellis, R C T (2003) Risk management practices of leading UK cost consultants. Engineering, Construction and Architectural Management, 10(04), 254–62.