Enabling construction innovation: the role of a no-blame culture as a collaboration behavioural driver in project alliances

Lloyd‐Walker, Beverley; Mills, Anthony; Walker, Derek H.T.

doi:10.1080/01446193.2014.892629

Cited by 89 publications

(106 citation statements)

References 42 publications

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“…For instance, Artto et al (2008, p. 52) state that 'autonomous projects can set their goals and plans in a self-directed manner, without major interference from their parent organization'. Such choices may relate, for example, to inter-organizational approaches including inter-firm alliances (Lloyd-walker et al, 2014) or collaborative activities with suppliers (Meehan and Bryde, 2011).…”

Section: Innovation and Collaboration In Building Projectsmentioning

confidence: 99%

The influence of green building certifications in collaboration and innovation processes

Herazo

Lizarralde

2015

Construction Management and Economics

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While the paradigm of sustainable development has largely influenced architecture projects worldwide, Green Building Certifications (GBCs) have become the new (increasingly mandatory) standard of project performance. Numerous studies have concentrated on the influence of sustainable development (SD) in the final product: the building. However, more research is still needed in order to understand how GBCs have influenced building processes, particularly collaboration and innovation within architecture projects. In order to fill this gap, this study presents results from 19 interviews with professionals in the built environment and examines three architecture projects conducted in Canada that received a widely popular GBC and were significantly influenced by SD principles during the design and building process. The research applies recent frameworks for exploring stakeholders' interests on GBCs and the collaboration and innovation practices developed by them. Research results show that processes within these projects are shaped by at least four tensions that can either enhance or hinder collaboration and innovation: strategic-tactical, collaborativecompetitive, participative-effective and individual-collective. The study highlights the importance of understanding GBC as a process and not only as a final outcome, and thus, to better manage these tensions so that they contribute to product and process performance.

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Section: Innovation and Collaboration In Building Projectsmentioning

confidence: 99%

The influence of green building certifications in collaboration and innovation processes

Herazo

Lizarralde

2015

Construction Management and Economics

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“…Such contractual relationships support a common mantra being "your loss is my gain", which generates a variety of inefficiencies during project delivery (Doloi, 2013). Accordingly, there is a call for radical cultural change to reduce adversarial conflicts and increase productivity levels through integration of fragmented functions and different team working approaches (Rahman and Kumaraswamy, 2004;Lloyd-Walker, Mills and Walker, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

A conceptual model of psychological contracts in construction projects

Ke¹,

Davis²,

Jefferies³

2016

CEB

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The strategic importance of relationship style contracting is recognised in the construction industry. Both public and private sector clients are stipulating more integrated and collaborative forms of procurement. Despite relationship and integrated contractual arrangement being available for some time, it is clear that construction firms have been slow to adopt them. Hence it is timely to examine how social exchanges, via unwritten agreement and behaviours, are being nurtured in construction projects. This paper adopted the concept of Psychological Contracts (PC) to describe unwritten agreement and behaviours. A conceptual model of the PC is developed and validated using the results from a questionnaire survey administered to construction professionals in Australia. The results uncovered the relationships that existed amongst relational conditions and relational benefits, the PC and the partners’ satisfaction. The results show that all the hypotheses in the conceptual model of the PC are supported, suggesting the PC model is important and may have an effect on project performance and relationship quality among contracting parties. A validated model of the PC in construction was then developed based on the correlations among each component. The managerial implications are that past relationships and relationship characteristics should be taken into account in the selection of procurement partners and the promise of future resources, support and tangible relational outcomes are also vital. It is important for contracting parties to pay attention to unwritten agreements (the PC) and behaviours when managing construction projects.

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“…Product innovations require operational competency such as communication, technical knowledge and personnel management (Egbu, 1999;Edum-Fotwe and McCaffer, 2000;Gann and Salter, 2000;Lampel, 2001;Dainty et al, 2005;Gu and London, 2010). Organizational innovation requires strategic competency such as value, strategy and culture (Prahalad and Hamel, 1990;Javidan, 1998;Egbu, 1999;Edum-Fotwe and McCaffer, 2000;Gu and London, 2010;Lloyd-walker et al, 2014). It has been argued that innovation requires a great deal of flexibility within projects and that the effective management of such flexibility depends on the acquisition and development of competency in the personnel (Lampel, 2001).…”

Section: Preparation Of Production Informationmentioning

confidence: 99%

“…It was found that eight key competencies were critically used by stakeholders to manage innovation. They comprised six operational competencies (Egbu, 1999;Edum-Fotwe and McCaffer, 2000;Gann and Salter, 2000;Lampel, 2001;Dainty et al, 2005;Gu and London, 2010) and two strategic competencies (Prahalad and Hamel, 1990;Javidan, 1998;Egbu, 1999;Edum-Fotwe and McCaffer, 2000;Gu and London, 2010;Lloyd-walker et al, 2014) (see Table 2). …”

Section: Preparation Of Production Informationmentioning

confidence: 99%

“…By being isolated from each other the design and construction activities of a project play only a limited part in the other's phase. Studies contend that these divisions give rise to long project times, poor quality control and slow piecemeal innovation (Gann, 2000;Moore and Dainty, 2001;Lloyd-walker et al, 2014). Kwakye (1997, p. 53) speaks of a 'lack of cross-fertilization of ideas' between construction projects in which processes can be wasteful and ultimately fail to pass on the benefits of innovation, from one project to the next (Kwakye, 1997).…”

Section: Introductionmentioning

confidence: 99%

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Innovation management model: a tool for sustained implementation of product innovation into construction projects

Murphy¹,

Perera

Heaney³

2015

Construction Management and Economics

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Technological advancement and demand for economic growth are driving product innovation in the construction industry. However there is concern that the industry lacks the mechanisms to effectively implement new products. Recent studies have developed a method for identifying and evaluating the risks which impact on new technology adoption and two constructs were generated for improving implementation rates. The aim is to investigate whether the constructs can be integrated to develop a practical tool for use by project stakeholders desirous to generate innovation. Process modelling, statistical analysis and failure mode and effect analysis are used to align the constructs into a test model (TM). Three rounds of Delphi gain a consensus on the TM outputs and the results produce the innovation management model (IMM). The IMM is a simple process flowchart which establishes the prioritized sequence of stakeholder activities required to implement a new technology at key stages in the project process. The IMM has implications for selection of procurement methods and will instil confidence in stakeholders to adopt new technologies. Additionally it provides a risk-based approach for stakeholder competency mapping and for sustaining product innovation in construction projects.

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Enabling construction innovation: the role of a no-blame culture as a collaboration behavioural driver in project alliances

Cited by 89 publications

References 42 publications

The influence of green building certifications in collaboration and innovation processes

The influence of green building certifications in collaboration and innovation processes

A conceptual model of psychological contracts in construction projects

Innovation management model: a tool for sustained implementation of product innovation into construction projects

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