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Fortune, C and Hinks, J (1999) Quality issues in building project price forecasting: factors affecting model selection. Journal of Construction Procurement, 5(02), 129–40.

Green, S D (1999) Partnering: the propaganda of corporatism?. Journal of Construction Procurement, 5(02), 177–86.

Kaka, A P and Boussabaine, A H (1999) Updating techniques for cumulative cost forecasting on construction projects. Journal of Construction Procurement, 5(02), 141–58.

Kumaraswamy, M M and Chan, D W M (1999) Factors facilitating faster construction. Journal of Construction Procurement, 5(02), 88–98.

Lahdenperä, P (1999) Restructuring the building industry for improved performance. Journal of Construction Procurement, 5(02), 118–28.

Lenard, D (1999) Future challenges in construction management: creating a symbiotic learning environment. Journal of Construction Procurement, 5(02), 197–210.

Muya, M, Price, A D F, Thorpe, A and Edum-Fotwe, F (1999) Application of analytic hierarchy process to the evaluation of logistics factors and their contribution to improvements in construction materials supply. Journal of Construction Procurement, 5(02), 99–117.

Newcombe, R (1999) Procurement as a learning process. Journal of Construction Procurement, 5(02), 211–20.

  • Type: Journal Article
  • Keywords: learning; organizational learning; procurement; project
  • ISBN/ISSN: 1358-9180
  • URL:
  • Abstract:
    The way in which people learn from experience and conduct experiments in self-improvement has been analysed by many writers. In particular, Kolb's learning cycle and the single and double loop learning postulated by Argyris and Schon has been used to explain how learning takes place in organizations. Creating the 'learning organization' is a current preoccupation of management theory and practice. With few exceptions little of this accumulated knowledge about learning in organizations has been applied within the project context and even less within the construction project situation. This paper will argue that different procurement paths encourage or discourage different types of learning. For example, the traditional design-tender-build method based on competitive tendering does not allow original design concepts to be challenged by the builder and therefore prohibits double loop learning. Equally, learning from experience can only occur where there is opportunity to reflect on those experiences and compare them with mental models, which is then followed by experimentation; design and build methods may allow this to occur, as may some of the management methods of procurement. Partnering is clearly a vehicle for experiential learning. The link between learning and project performance is also discussed and the need for a new role of Learning Facilitator is argued. It is vital that we understand the link between learning and procurement if we are ever to improve the efficiency and effectiveness of construction projects.

Ogunlana, S O (1999) Procurement lessons from Solomon's temple project. Journal of Construction Procurement, 5(02), 187–96.

Uher, T E (1999) Partnering performance in Australia. Journal of Construction Procurement, 5(02), 163–76.