The aim of this paper is to propose a comprehensive framework for the management of innovation in construction, addressing the construction innovation problem in two distinctive ways at the institutional and rm levels. First, an institutional perspective derived from research on complex systems industries is developed which provides an alternative to the volume production model for construction innovation research. The roles of the innovation infrastructure, innovation superstructure and systems integrator are all identi ed and applied to construction. The paper then moves on to the rm level where the two key innovation dynamics the top-down adoption=implementation dynamic and the bottom up problem solving=learning dynamic are identi ed. The paper ends by calling for more case studies of the trajectories of construction innovations. L'objet de cet article est de proposer un cadre global ou Á ge  rer l'innovation dans le secteur de la construction; l'auteur aborde la question de l'innovation sous deux angles diffe  rents, au niveau des institutions et celui des industriels. En un premier temps, on de  veloppe une perspective institutionelle de  rive  e de la recherche sur les syste Á mes complexes; on de  bouche alors sur une alternative au mode Á le de volume de production applique  a Á la recherche en matie Á re d'innovation dans la construction. Les ro à les de l'infrastructure et de la superstructure de l'innovation et celcui de l'inte  grateur de syste Á mes sont tous de  nis et applique  s a Á la construction. L'auteur passe ensuite au niveau de l'industriel et de  nit les deux axes principaux de l'innovation, la dynamique descendante d'adoption=mise en ú uvre, d'une part et, d'autre part, la dynamique ascendante de re  solution des proble Á mes et d'enseignment a Á en tirer, L'auteur demande, pour conclure, que soient pre  sente  s davantage de cas d'e  tude portant sur les itine  raires suivis par des innovations dans le secteur de la construction.

It has become axiomatic in research on project organising that projects are temporary organisations.Yet there are a number of challenges to this axiom: research on matrix organisation, the embeddedness of projects in project ecologies, and projectification all emphasise the relationship of the project to permanent organisations. Similarly, research on project-based firms and owner organisations which are relatively permanent challenges this axiom. This paper develops a conceptual framework which defines three domains of project organising: project-based firms; projects and programmes; and owners and operators as its principal theoretical contribution. This conceptual framework draws our attention to two important new areas for future research in project organising.The first is at the interfaces between the three domains of project organising: commercial, resourcing, and governance. The second is on project organising as temporary configurations of permanent organisations in coalitions to deliver particular outputs.

There has been considerable development in a process approach in construction management research in recent years. However, such work begs the question of how those processes are governed. Processes, be they flows of information or materials, need to be channelled in the desired direction as they are handed from team to team. This paper aims to present a conceptual framework for understanding the governance of construction project processes, drawing on transaction cost economics. Earlier attempts to apply this theoretical framework in construction management research have been partial, in that they have focused on only one type of transaction, typically that between client and principal contractor. This paper aims to be comprehensive in covering all the different transactions throughout the project lifecycle within one conceptual framework, and thereby it is hoped that more incisive empirical research can be developed and executed.Project Processes Project Lifecycle Transaction Costs Project Coalition Project Governance,

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Research on the management of major projects is one of the main themes of Peter Morris' work. We address this theme in the context of transportation infrastructure projects and focus in particular on the contribution of the "strong owner" to project performance. After defining the strong owner concept, we will suggest that the theoretical literature on dynamic capabilities can be the source of deeper insight into the strong owner and will thereby develop the concept of owner project capabilities. The paper will then present a framework generated from a review of the existing literature complemented by pilot empirical research which provides the basis for a research agenda on the role of the owner of the infrastructure assets in achieving high performance on transportation infrastructure projects. In discussion, the paper suggests that the framework developed is applicable to a wider variety of major projects and programmes.