The role of leaders' paradigm in construction industry change

Pries, Frens; Dorée, Andries G.; Veen, Bas van der; Vrijhoef, Ruben

doi:10.1080/0144619042000186013

Cited by 25 publications

(25 citation statements)

References 11 publications

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“…Kululanga et al (2001) are also 'skeptical of the learning capabilities in the construction industry'. Pries et al (2004) also note that the top management of construction firms in the Netherlands were still mostly technically qualified in 2002, as it had been some 20 years before, and this was not conducive to organizational learning.…”

Section: Experience Curve Volume Building and Networkingmentioning

confidence: 94%

Volume building as competitive strategy

Chiang

Tang

Wong

2008

Construction Management and Economics

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The competitive strategy and advantage of building contractors is examined. In Hong Kong, just a few contractors have dominated the market of public housing construction, where prefabrication is mandatory. Does prefabrication technology lead to business success? Based on quantitative analysis of a questionnaire survey and its validation with interviews, we find that prefabrication by itself is not regarded as a sustainable source of competitive advantage. Instead, market share is the most statistically significant factor related to business growth. The experience curve theory suggests that, upon acquiring a critical volume of business, contractors have the opportunity to exploit economies of scale, bargaining power and learning to reduce costs to get more business. Through this iterative process, some contractors would manage to innovate their building process to make their supply chain management more efficient and effective than others', thus attaining competitive advantage in cost leadership and getting more business in return to sustain their volume building strategy. The findings suggest that, to succeed in a mature industry such as building construction, it takes clever harnessing of the construction process rather than simply the mastery of prefabrication technology itself.Competitive advantage, strategy, prefabrication, Hong Kong,

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Section: Experience Curve Volume Building and Networkingmentioning

confidence: 94%

Volume building as competitive strategy

Chiang

Tang

Wong

2008

Construction Management and Economics

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“…Construction production is a complicated process; it is important to be managed by educated specialists having necessary knowledge and education related to legal, economical, and management subjects. Pries et al [38] highlighted that firms in the construction industry need to become more client and market oriented as in other industries. However, it is a fact that the construction industry is not good at following the variances as have occurred in other industries.…”

Section: Leadership In Construction Teamsmentioning

confidence: 99%

Industrial Leadership: Leading Within the Field of Construction and Design

Kasapoğlu¹

2017

Contemporary Leadership Challenges

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The structure of the design and construction organizations is different from that of the service or manufacturing industry. Although design and construction organizsations are parts of the construction industry, they are different from each other, also. This chapter is based on the researches investigating the leadership behaviours of construction professionals and consists basically of two main sections. In the first section, the concept of leadership and importance of leadership in design and construction processes will beis discussed. In this first section, firstlyinitially, as the leaders of the design teams, the importance of leadership skills of architects in both architectural design teams and other design teams, and, secondly, the importance of leadership skills of construction professionals will beis evaluated. In the second section, the focus of the study will befocuses on the evaluation of leadership behaviours of construction professionals with a literature review of previous researches. In this second section, initially, the leadership stiles in design teams, and secondly leadership stiles of construction teams will beis evaluated.

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“…To improve the operational flexibility of organizations, several new structures have emerged, such as networks, collaborations, federalist structures, the shamrock structure, and virtual organizations. Pries et al (2004) noted that the mainstream paradigm of construction industry leaders is conventional in nature and remains technology and project oriented. They argue that industry leaders must take appropriate initiatives to change the old paradigms and make the construction industry more flexible in order to adapt to the modern business environment.…”

Section: Personal Needsmentioning

confidence: 99%

Determining the relationship between leadership practices and leadership needs in Saudi construction companies

Nasser¹,

Omran²

2017

JEMC

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Effective leadership is demonstrated by influencing and guiding the activities of the team toward achieving its goals. This study attempts to determine the relationship between leadership practices and leadership needs in construction companies in the Kingdom of Saudi Arabia. A postal questionnaire survey was conducted to achieve the main aim of this research. Questionnaires were mailed to 155 construction companies in Jeddah city between September and October 2012. Of these, only 138 questionnaires were returned and analyzed. Significant associations were found among all variables. It was found that the two dimensions' personal competence (B=0.370, t=4.393, p<0.01) and professional competence (B=0.312, t=3.05, p<0.01) as leadership needs were significant towards leadership practices. This study suggests that the company leader, director, executive and non-executive should give direct reports autonomously and encourage others to face challenges, solve problems, and develop their own accountability which could significantly increase the effectiveness of company leaders in the construction industry of the Kingdom of Saudi Arabia.

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The role of leaders' paradigm in construction industry change

Cited by 25 publications

References 11 publications

Volume building as competitive strategy

Volume building as competitive strategy

Industrial Leadership: Leading Within the Field of Construction and Design

Determining the relationship between leadership practices and leadership needs in Saudi construction companies

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