Innovation in project-based, service-enhanced firms: the construction of complex products and systems

Gann, David; Salter, Ammon

doi:10.1016/s0048-7333(00)00114-1

Cited by 964 publications

(809 citation statements)

References 12 publications

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“…Project based organisations undertaking engineering and construction works are constantly challenged by the complexity and innovation management required in a way that differs from those in some other sectors (Gann and Salter 2000). Ireland (2004) concluded that demand regularity is a key variable that differentiates project supply chains.…”

Section: Research Objectives and Methodological Approachmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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By integrating the approaches of Jay Forrester (1961) and Burbidge (1961), a set of 5 design principles have emerged which provide a foundation for sound supply chain design. The 'FORRIDGE' principles have since been shown to be a powerful guide for effective design of make-to-stock supply chains. However, some have questioned the applicability of generic supply chain thinking, arguing for a tailored approach. Hence, the goal here is to investigate how these principles should be adapted for engineer-to-order industries (ETO), such as construction, capital goods and shipbuilding. The empirical elements draw on an extensive study of 12 suppliers and 2 large contractors in the construction industry. Supply chain tactics are identified for this range of companies, which are matched with real world problems, and linked with the FORRIDGE principles. This results in an additional 'Design for X' principle being proposed.The contributions made are the adaptation of established principles for the ETO sector, and the framework behind these principles.

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Section: Research Objectives and Methodological Approachmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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“…Unlike this work, the concept of project capabilities identifies the core knowledge that an entire category of project-based firms require to compete, grow and innovate over the long term, emphasising how learning embedded in stable routines and capabilities shapes future action and provides a source of valuable knowledge when applied repeatedly across multiple projects (Gann and Salter, 2000;Hobday, 2000;Prencipe and Tell, 2001;Whitley, 2006 (Winter, 1995;148) and that ad hoc problem solving in response to novel or unpredictable events does not constitute a capability (Winter, 2003). As Helfat and Peteraf (2003: 999) clarify, an organisation has capability when it has achieved a threshold level of routine activity that permits the 'repeated, reliable performance of an activity'.…”

Section: Origins Nature and Scope Of Project Capabilitiesmentioning

confidence: 99%

“…Our new conceptualisation of project capabilities, and their links to dynamic capabilities, applies to project-based firms that rely on projects to conduct the majority of their productive activities for clients (Gann and Salter, 2000;Hobday, 2000;Whitley, 2006) and project-supported organizations (Lundin, Ardvisson, Brady, Ekstedt, Midler and Sydow, 2015) such as firms involved in high-volume standardised production that rely on projects to support strategic initiatives, organisational change and new product development activities (Davies and Frederiksen, 2010).…”

Section: The Links Between Project and Dynamic Capabilitiesmentioning

confidence: 99%

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Explicating the dynamics of project capabilities

Davies

Brady

2016

International Journal of Project Management

193

223

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Abstract:This article provides a foundation to guide future research on project capabilities by providing three main contributions. First, drawing upon research on dynamic capabilities and organisational ambidexterity, we suggest that innovative and routine dimensions of project capabilities are developed and mobilised to deal with the variety of exploratory and exploitative conditions facing an organisation. Second, we distinguish between project capabilities at the operational and dynamic capabilities at the strategic levels, arguing that firms depend on identifiable dynamic capabilities (e.g. portfolio management techniques) to know when and how to maintain current project capabilities and when to modify or replace them depending the conditions encountered. Third, we suggest that the relationship between dynamic and project capabilities is reciprocal, recursive and mutually reinforcing. In this reciprocal relationship, the emergence of new or declining project capabilities provide indications for the strategic priorities, behaviours and future deployment of an organisation's dynamic capabilities.

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“…Recent trends in the construction industry suggest that that the procurement model is changing from a demand-driven and fragmented process towards a supply-driven and integrated process. Thus, the central theme in delivering complex product systems in a building environment is the integration of project and business processes within the firm (Gann and Salter, 2000). The outsourcing of products and services on a large scale increases project procurement cost to ensure dyadic integration between client and contractor.…”

Section: Introductionmentioning

confidence: 99%

An empirical examination of the procurement-led supply chain in the construction industry

Jagtap

Kamble

Raut

2017

IJPM

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Abstract:The mechanisms of supply chains are omnipresent, but procurementcentric supply-chain management has received little attention in the construction industry, despite its economic weight. A procurement centric construction supply chain requires client integration and contractor integration to cope with the project complexity and project uncertainty. In this regard, procurement-led supply-chain initiatives using mediated power and non-mediated power of the client organisation can influence contractor integration and project performance. A structural equation model consisting of two exogenous variables -mediated power and non-mediated power of clientand three endogenous variables -client integration, contractor integration and project performance -is developed based on theoretical support. The data are collected from 244 construction professionals working in a variety of construction projects across India. The result of the study suggests that, the use of mediated power by the client organisation accompanied by the involvement of the client in the project relates to the improving of project performance.Keywords: supply chain; procurement; integration; project performance; power.Reference to this paper should be made as follows: Jagtap, M., Kamble, S.S. M. Jagtap et al.Sachin S. Kamble is an Associate Professor at the National Institute of Industrial Engineering, Mumbai, India is a leading academician, top industry consultant and researcher with rich experience in supply chain and operations management. He obtained his Bachelor degree in Mechanical Engineering; Master degree in MBA; Doctorate degree in Business Management. His research area of expertise includes supply chain performance studies in several sectors that include -farm fresh products (agriculture supply chain), medical supply chain, construction, retail and automobile supply chains. He has co-authored more than 67 publications in international refereed journals such as

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Innovation in project-based, service-enhanced firms: the construction of complex products and systems

Cited by 964 publications

References 12 publications

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Explicating the dynamics of project capabilities

An empirical examination of the procurement-led supply chain in the construction industry

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