Achieving a responsive industrial relations environment for construction industry workers: a project alliancing case study

Walker, Derek H.T.; Peters, Renaye; Hampson, Keith D.; Thompson, Michael

doi:10.1108/14714170110814613

Cited by 12 publications

(5 citation statements)

References 2 publications

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“…To examine implementation and experiences, Walker (2002) studied -longitudinally -a successful building construction project that used an alliancing approach. Walker et al (2001) outline how the project agreement operating on the Australian National Museum project in Canberra, Australia facilitated a responsible and responsive workplace environment for construction workers. Besides, Keniger and Walker (2002) present a case study of the quality management system on the National Museum of Australia.…”

Section: Alliancingmentioning

confidence: 99%

Collaborative Project Delivery Methods: A Scoping Review

Engebø

Lædre

Young

et al. 2020

Journal of Civil Engineering and Management

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Understanding how to systemise, organise, and finance the design, construction, operation, and maintenance activities are all parameters needed to be optimised simultaneously in a Project Delivery Method. To meet the challenges of increasingly complex projects, a new class of delivery methods is emerging. These methods are often labelled “collaborative” since they seek to align the client’s interest with those of the supply chain. The purpose of this article is to present the current state-of-the-art through a review of 156 identified articles concerning Partnering, Integrated Project Delivery, Alliancing, Relational Contracting, and Relationship-Based Procurement. A framework for the methodological procedure based on the state of the art within qualitative research was elaborated and is reported on in this paper. The results show that there is a range of research on collaborative project delivery methods across the world. By analysing the study purposes, important themes generated and delineated as a) Conceptualisation, b) Implementation and experiences, c) Pros & Cons, d) Building Partnership & Social Dimensions, and e) Performance and Success. The paper provides an overview of collaborative project delivery methods identified in the realm of academic journals. Secondly, knowledge gaps have been identified by creating a summary of the body of evidence.

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Section: Alliancingmentioning

confidence: 99%

Collaborative Project Delivery Methods: A Scoping Review

Engebø

Lædre

Young

et al. 2020

Journal of Civil Engineering and Management

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“…The literature on factors which result in resistance to change in the construction industry is extensive. Resource‐based factors which have been identified as contributors include:the proliferation of many very small businesses who have difficulty surviving let alone growing (Koksal and Arditi, 2002; Winch, 2000);the insecurity of much employment in the industry (Walker et al , 2001);the tacit and individualised nature of much of industry experience, skills and knowledge (Fernie et al , 2003a; Hari et al , 2005; Vakola and Rezgui, 2000);lack of expertise in and value placed on human resource management (Bossink, 2004; Kangari and Miyatake, 1997); andcontractual risk shifting towards those who can least afford to bear the cost (Hinze, 1994; Langford et al , 2000; Zaghloul and Hartman, 2003). Structural factors which have been identified as impediments to change and innovation in the construction include:its temporary project‐based nature (Dubois and Gadde, 2002; Towill, 2003);procurement systems which stress lowest price rather than best value (Salter and Torbett, 2003; Turner, 2004; Wong et al , 2000);the complexity and lack of integration in existing industry supply chains (Briscoe et al , 2004; Dainty et al , 2001; Kumaraswamy et al , 2004a, b; London and Kenley, 2001; Love et al , 2004);resistance to standardisation and modularisation because of the inherent diversity of industry participants (Fox et al , 2001; Gibb and Isack, 2003); andself‐perceptions of the industry's nature which limit both top‐down and bottom‐up innovation (Koskela and Vrijhoef, 2001).…”

Section: Factors Resisting Changementioning

confidence: 99%

“…Walker et al (2001) report on the traditional adversarial approach to industrial relations which was common until recently on Australian construction projects. Such adversarial attitudes and time lost due to disputes can be correlated with the perception of insecurity experienced by those whose future employment is uncertain and who therefore seek to maximise their current returns at the expense of project quality and value.…”

Section: Factors Resisting Changementioning

confidence: 99%

Influences on innovation in small Australian construction businesses

Hardie

2010

Journal of Small Business and Enterprise Development

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PurposeThe purpose of this paper is to identify the major influences on innovation delivery in the context of small Australian construction businesses.Design/methodology/approachAn analysis was undertaken of peer‐reviewed journal articles published between 1998 and 2008. Historical background to the current circumstances was included by reference to influential government reports and to literature on the economic theory underpinning the concept of innovation.FindingsThe findings suggest that despite the recent trend to more cooperative business arrangements, the ingrained culture of aggressively competitive relations on a building project remains in place. This is particularly evident at the small and sub‐contractor level. Such companies tend to operate with little spare capacity and can be restricted from participation in the benefits of the innovation strategies unless they receive outside assistance.Research limitations/implicationsThe need for an attitudinal change is described and critical factors which restrict the involvement of small businesses in innovative practice are identified. The potential for industry bodies and government organizations to foster innovative capacity is identified as an area for future research.Practical implicationsA focus on lifting technical innovation rates for the efficient delivery of projects is described and the case for a renewed research effort on the needs of small construction businesses is made.Originality/valueThe need for the translation of innovation theory to an industry which tends to see itself as a special case and has traditionally avoided the adoption of economic theory from other sectors.

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“…As a management concept, safety should be embedded into every level of a company and every party of a cross-organizational project. It has also been seen as a broad quality measure (Walker et al, 2001). Recently, researchers of construction site safety have supported the study of safety roles (Hinze and Wiegand 1992;Smith 1998;Matthews and Rowlinson, 1999;Wilson and Koehn, 2000;Toole, 2002).…”

Section: Construction Site Safetymentioning

confidence: 99%

Construction safety management: an exploratory study from China

Cheng

Fang

et al. 2004

Construction Innovation

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract: This paper aims at presenting the analysis of the views of construction participants in China's construction industry on three major site safety issues. First, data from three distinctive roles (project managers, safety officers, and foremen) on site safety knowledge were analysed. Results indicate that they have low levels of safety knowledge. This is consistent with the existing literature, implying that safety training and education is a major issue around the world. In addition, the views of project managers and safety officers are further elicited on the second issue (that is, factors affecting site safety) and the third issue (that is, methods for improving project safety management). Results indicate that both parties have quite consistent views. The six most important factors are 'lack of attention to safety protection by workers', 'lack of attention to safety management by main contractors=project managers', 'insufficient safety training', 'inadequate safety level', 'tiredness of workers', and 'poor quality of construction materials and equipments'. The five most promising methods are 'increase in safety investment in terms of manpower, capital and finance', 'improvement in safety operations', 'no alcohol at work', 'increase in safety training and education for workers', and 'increase in safety inspection'. Discussions are given in this paper.

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Achieving a responsive industrial relations environment for construction industry workers: a project alliancing case study

Cited by 12 publications

References 2 publications

Collaborative Project Delivery Methods: A Scoping Review

Collaborative Project Delivery Methods: A Scoping Review

Influences on innovation in small Australian construction businesses

Construction safety management: an exploratory study from China

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