Barriers to client-contractor communication: implementing process innovation in a building project in Sweden

Engström, Susanne; Stehn, Lars

doi:10.1504/ijpom.2016.076387

Cited by 11 publications

(12 citation statements)

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“…The second contribution to theory is derived from the identification of the constraints (or 'barriers') on decommissioning projects identified by interviewees. These are a useful addition to considerations of using project management approaches in different project environments such as those identified by (Haji-kazemi et al 2015) (Terlizzi et al 2016) (Engström & Stehn 2016) in other sectors.…”

Section: Contributions To Theory and Practicementioning

confidence: 99%

Applying value management when it seems that there is no value to be managed: the case of nuclear decommissioning

Invernizzi

Locatelli

Gronqvist

et al. 2019

International Journal of Project Management

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The vast majority of project management literature relating to infrastructure focuses on the project lifecycle up to commissioning and handover. Conversely, little attention has been paid to the end-oflife of infrastructure, i.e. when decommissioning begins. Infrastructure decommissioning projects are long and complex projects, involving an extensive network of stakeholders. Moreover, their budgets can reach hundreds of billions of Euros and, for many of these projects, keep increasing. Since decommissioning projects do not generate direct revenues, they are often considered an expensive nuisance with limited value linked to their delivery. This paper explores the use of Value Management (VM), examining the constraints of decommissioning projects and the requirements for successful implementation of VM, focusing on the nuclear industry due to its techno-socio-economic relevance.Findings derived from the application of content analysis on semi-structured interviews with experienced decommissioning practitioners include suggestions on how to implement VM, ultimately contributing to increase the knowledge on how deliver decommissioning projects with better performance.

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Section: Contributions To Theory and Practicementioning

confidence: 99%

Applying value management when it seems that there is no value to be managed: the case of nuclear decommissioning

Invernizzi

Locatelli

Gronqvist

et al. 2019

International Journal of Project Management

View full text Add to dashboard Cite

show abstract

“…It is also argued that the client must be organizationally ready for process innovation, especially when the innovation development and benefits stretch beyond the single project, e.g. throughout a system (Kulatunga et al 2011, Engstr€ om andStehn 2016). Additionally, the client's procurement strategies can serve to enhance the relationships and knowledge sharing to support innovation (Briscoe et al 2004, Eriksson 2013, Lindgren 2016.…”

Section: Context For Construction Innovationmentioning

confidence: 99%

“…Construction logistics has largely been seen as a contractor issue, in both research and practice, however, here it becomes apparent that to coordinate construction logistics from a system perspective, the developer becomes a key player. In studies of construction innovation, the developer is often pointed out as the appropriate actor for taking an innovation supporter role (Kulatunga et al 2011, Engstr€ om andStehn 2016). However, this role is debated in whether the developers have the right capabilities and objectives to support innovation concerning on-site processes (e.g.…”

Section: Possibilities For Coordinated Construction Logisticsmentioning

confidence: 99%

Coordinated construction logistics: an innovation perspective

Bengtsson

2018

Construction Management and Economics

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Coordinated construction logistics is an increasingly discussed topic in the Swedish construction industry. It is suggested as a means to increase efficiency in transportation, decrease material usage, coordinate health and safety on-site, etc. Much research on construction logistics has been done from a supply chain management perspective, often highlighting construction logistics as a necessary rational tool to improve efficiency in construction industry. However, could there be other ways to study this phenomenon? The purpose of this paper is to map empirically found coordinated construction logistics models and explore them as different types of innovation. The findings suggest that coordinated construction logistics models should be regarded as not being a fully embedded innovation as they have not yet changed the processes in the way they set out to do initially. Furthermore, differences are identified between company-based models, project-based models and system-based models, and suggest that differences in, for example, development, impact and objectives should be regarded both when conducting research on and when implementing coordinated construction logistics in practice. Finally, it is concluded that commitment, communication and cooperation are important when implementing coordinated construction logistics, which is in line with findings within the supply chain management literature. ARTICLE HISTORY

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“…Authority is often decentralized in temporary project organizations (Gadde and Dubois, 2010;Eriksson, 2013), and innovations generated from creative problem-solving at the sites are not usually spread to other projects, which hampers their diffusion. Diffusion of innovations between projects and the main organizations is similarly hampered (Engström and Stehn, 2016). Moreover, "radical" innovations (extending boundaries of current understanding and practice) are rare in construction (Slaughter, 1998;Loosemore, 2015).…”

Section: Introductionmentioning

confidence: 99%

Diffusion of innovation in a contractor company

Lundberg¹,

Engström²,

Lidelöw³

2019

Self Cite

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Purpose In the construction industry, it has proven difficult to implement and realize innovation efforts, for example in the development of industrialized construction and use of platform concepts. Thus, the purpose of this study is to characterize the innovation diffusion process in the social system of a large Swedish contractor company. Specifically, the diffusion of three innovative industrialized house-building (IHB) platforms and factors affecting their adoption and implementation (particularly effects of their perceived radicality in relation to the company’s decentralized characteristics) are identified and discussed. Design/methodology/approach A case study approach was applied, using empirical material including semi-structured interviews and archival records (research reports from earlier studies at different points in time related to each innovation and annual corporate reports). The material was analyzed using Rogers’ (2003) five-stage innovation process model, acknowledging the importance of social systems’ structures. Findings Structural characteristics of the social system strongly affect innovation diffusion. In subsystems that had not been involved in initiation of the innovations, they were regarded as radical, which hindered their adoption and implementation. Research limitations/implications This study builds upon the recent findings that successful innovation implementation depends on a range of contingencies in the construction context. Although the diffusion of the innovations per se has been traced over a ten-year period, generalizability is limited because the results come from one construction company. Practical implications Contractors have invested substantially in the development of industrialized construction and use of platform concepts, but less in their implementation, so they have obtained little gain. How innovations are perceived and implemented in different subsystems affects the success of their implementation in the overarching social system. Originality/value This study adheres to previous calls for more research on firm level in the complex social system of construction companies by adopting a ten-year perspective on the diffusion of innovation at a large contractor addressing in particular the impact of the innovations perceived radicality in relation to the decentralized characteristics of the company.

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Barriers to client-contractor communication: implementing process innovation in a building project in Sweden

Cited by 11 publications

References 0 publications

Applying value management when it seems that there is no value to be managed: the case of nuclear decommissioning

Applying value management when it seems that there is no value to be managed: the case of nuclear decommissioning

Coordinated construction logistics: an innovation perspective

Diffusion of innovation in a contractor company

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