Enhancing integration and innovation in construction

Dulaimi, Mohammed; Ling, Florence Yean Yng; Ofori, George; Silva, Nayanthara De

doi:10.1080/09613210110115207

Cited by 155 publications

(133 citation statements)

References 8 publications

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“…The lack of construction integration persists across its lifecycle and involved actors (Briscoe & Dainty, 2005;Fernie & Tennant, 2013;Nam & Tatum, 1992), due to the conflicting nature of demand and supply (Cox & Ireland, 2002). Integration pertains to both processes and actors, and regarding the latter as collaboration across tiers (Dulaimi, Ling, Ofori, & De Silva, 2002). For Dulaimi et al (2002) strategies such as early involvement, risk and reward sharing, joint inter-firm operations, IT investment, and DB procurement boost integration.…”

Section: Synthesis Of Sc Partnering and Bim For Integrationmentioning

confidence: 99%

“…Integration pertains to both processes and actors, and regarding the latter as collaboration across tiers (Dulaimi, Ling, Ofori, & De Silva, 2002). For Dulaimi et al (2002) strategies such as early involvement, risk and reward sharing, joint inter-firm operations, IT investment, and DB procurement boost integration. Correspondingly, the synergy between integrative management philosophies, e.g.…”

Section: Synthesis Of Sc Partnering and Bim For Integrationmentioning

confidence: 99%

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Inter- and intra-organizational conditions for supply chain integration with BIM

Papadonikolaki

Wamelink

2017

Building Research & Information

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Digitizing buildings via building information modelling (BIM) is increasingly gaining traction in the architecture, engineering and construction (AEC) sector. The plethora of BIM-based technologies affects both inter-and intra-organizational relations. Structured inter-organizational networks across tiers, such as supply chain (SC) partnerships were used to examine how BIM affects these changing relations across and within firms' boundaries. Empirical explorations around the interplay between BIM and SC partnering -as a proxy for supply chain management (SCM) philosophywere deployed to assess their contribution to SC integration, and to investigate the functions of key actors in AEC. One young and one long-standing SC partnership were studied, and it was observed that the contractual arrangements had to be complemented by well-defined BIM scope, and communications across multiple tiers to built trust and support collaboration in the network. There were two types of BIM-enabled SC partnering: with emphasis on either transactions or relations, the former being merely operational whereas the latter strategic. These interorganizational orientations of BIM-enabled SC partnering outlined further intra-organizational conditions for integration regarding functional division, business models and services offered. The study carries implications for BIM and SCM researchers, policy-makers and practitioners, and proposes strategies for SC integration by aligning intra-with inter-organizational relations.

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Section: Synthesis Of Sc Partnering and Bim For Integrationmentioning

confidence: 99%

Section: Synthesis Of Sc Partnering and Bim For Integrationmentioning

confidence: 99%

Inter- and intra-organizational conditions for supply chain integration with BIM

Papadonikolaki

Wamelink

2017

Building Research & Information

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“…A low level of investment can be identified for UK construction R&D when compared with countries like France, Japan and Scandinavia (Gann, 2000) and when compared with other sectors like manufacturing (Department for Business Enterprise and Regulatory Reform, 2007;Institute of Civil Engineers, 2006;DTI, 2006;DTI, 2005;DTI, 2004;Dulaimi et al, 2002;Fairclough, 2002;Seaden and Manseau, 2001;Laing, 2001;Egan, 1998). One of the main reasons for low investment is improper reporting of R&D expenses (Seaden and Manseau, 2001, p: 186) and inadequate mechanisms to evaluate the successfulness of activities (Lorch, 2000).…”

Section: Introductionmentioning

confidence: 99%

“…Further, when the expectations of the participants of construction R&D activities are not met, a low level of contribution from industrial partners is evident (Barrett and Barrett, 2003;Print, 1999). Moreover, lack of feedback on the progress and success of R&D activities and lack of communication between the parties involved (Dulaimi et al, 2002;Print, 1999;CRISP consultancy commission, 1999) have reduced the interest and attraction for contributors to ongoing construction R&D activities. It is being evident that construction R&D activities lack effective communication, feedback and validation procedures, and coordination between the parties involved in the process (Gann, 2001;Lorch, 2000).…”

Section: Introductionmentioning

confidence: 99%

Performance measurement in the construction research and development

Kulatunga

Amaratunga

Haigh

2007

International Journal of Productivity and Performance Management

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Research Paper PurposeThe study evaluates the impacts of performance measurement in construction research and development. MethodologyEmpirical data was gathered from semi-structured interviews from academic members and industrial partners who have got involved in collaborative construction R&D work. The data was analysed by using content analysis technique and with the aid of NVivo and decision explorer software. FindingsThe paper identifies number of ways in which PM can influence construction R&D such as facilitating the selection of the best option for R&D projects; improving the quality of the research work; identifying and ensuring the contribution of the team members; directing the team members towards predetermined targets; improving the transparency of the work; facilitating inter project comparisons; validating the achievements; improving communication; motivating the team; ensuring proper progress of work; and increasing the satisfaction of the stakeholders. Paper also reveals negative impacts of PM within construction R&D such as waste of resources when the results of PM are not integrated with the system, inclusion of incorrect performance measures, lack of rigour when formulating performance measures etc. Originality/ ValueThe paper reveals impacts of PM in construction R&D activities that will be beneficial when managing collaborative construction R&D projects.

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“…The industry needs an effective forum where all stakeholders can come together to discuss the important issues of the day and then communicate with the government and its regulatory bodies. A study in Singapore [57], 'Re-inventing Construction', criticized the performance of the industry and identified fragmentation and segregation of design and construction activities as the main barriers to improved investment and development. In order improve business and market conditions that meet customer demands and expectations, the study identified that the construction industry needs further integration and greater innovation effort [57].…”

Section: Discussion: Fragmentation Issuementioning

confidence: 99%

Impact of Fragmentation Issue in Construction Industry: An Overview

Nawi

Baluch

Bahauddin

2014

MATEC Web of Conferences

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Abstract. In general, fragmentation within the construction industry arises from two areas within the traditional construction process; the construction work process where the most significant division is in the separation of the design and construction phase, and the construction structure itself. The fragmentation process in traditional contracting practice further hinders the integration of construction knowledge among contractors, diminishing the opportunity for them to influence design decisions. When design professionals fail to consider as to how a contractor would construct the designed project results in scheduling problems, delays, and disputes during the construction process. Moving towards team integration is considered a significant strategy for overcoming the issue. Accordingly, this paper discusses the fragmentation issue in more detail including its definition, and causes and effects to the construction projects. It also explores that the team integration strategy alleviates scheduling problems, and helps avoid delays and disputes during the construction process, preventing harm to overall project performance.

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Enhancing integration and innovation in construction

Cited by 155 publications

References 8 publications

Inter- and intra-organizational conditions for supply chain integration with BIM

Inter- and intra-organizational conditions for supply chain integration with BIM

Performance measurement in the construction research and development

Impact of Fragmentation Issue in Construction Industry: An Overview

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