Many construction organizations have misunderstood the reality that total quality management (TQM) based on continuous improvement requires a commitment to learning and that essentially it is the means to a learning organization. The paper argues that if the construction industry is to improve its performance and competitiveness, then there needs to be a cultural and behavioural shift in the mind-set of practitioners, academics and the professional institutions. Their focus should be on re-thinking their approaches to TQM so that learning becomes the norm. It is demonstrated that a relationship exists between the constructs of TQM, organizational learning, and the learning organization. Based on a review of existing literature, a conceptual model for a learning organization in construction is presented and discussed. The paper proposes some refinements to the concept of the learning organization, directed at clearly positioning the critical focus of learning at the organizational level in construction.Total Quality Management Organizational Learning Learning Organization Change,

Life cycle assessments (LCAs) are used to evaluate the environmental impacts attributable to products and processes. For construction projects, LCAs can be used to assess the pollution associated with the manufacture of building materials for the construction process. Despite the reliability of traditional LCA data, many upstream processes are excluded, which adversely affects overall reliability. Input-output analysis is systemically complete, but is subject to inherent errors when applied to the LCA of specific products. Analysis of an input-output LCA model provides a basis for more informed decision making regarding processes which can be ignored during the collection of traditional LCA data. This paper proposes a hybrid LCA method for construction in which national input-output data fill those 'gaps' not accounted for by traditional LCA data. Regardless of the level of detail at which data are collected, LCAs can now be performed at similar overall levels of framework completeness.Life Cycle Assessment, Input-output Analysis, Hybrid Lca, Construction,

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Efficient allocation of resources for construction planning activities requires construction planning resource requirements to be determined on a cost-effective and value-adding basis. However, although some research studies have indicated that increasing resource allocations to construction planning activities will lead to improved project performance, other research studies have indicated that investing in construction planning beyond an optimum point will lead to a deterioration in project performance. This study explored the concept of optimal planning of construction projects by examining 52 building projects undertaken in Australia. The relationships between planning input (ratio of planning costs to total project costs) and the probabilities of achieving poor performance and good performance were modeled using logistic, linear, and curvilinear regression analyses. A probable optimum planning input based on the sample studied was derived. It is suggested that any additional planning efforts beyond this optimum point would be essentially wasted because the additional planning costs would not achieve any savings in project cost but merely add to the overhead costs and therefore increase the overall project cost. A model for optimal planning is presented and discussed.