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Al-Sudairi, A A and Al-Motairi, M S (2010) Multi objective land use allocation model using priority-based goal programming technique. Construction Management and Economics, 28(02), 61.
Anagnostopoulos, K P and Koulinas, G K (2010) A simulated annealing hyperheuristic for construction resource levelling. Construction Management and Economics, 28(02), 75.
Bologna, R and Nord, R D (2000) Effects of the law reforming public works contracts on the Italian building process. Building Research & Information, 28(02), 109–18.
Bremer, W and Kok, K (2000) The Dutch construction industry: a combination of competition and corporatism. Building Research & Information, 28(02), 98–108.
Campagnac, E (2000) The contracting system in the French construction industry: actors and institutions. Building Research & Information, 28(02), 131–40.
Loosemore, M, Phua, F, Dunn, K and Ozguc, U (2010) Operatives’ experiences of cultural diversity on Australian construction sites. Construction Management and Economics, 28(02), 88.
Lu, S-L and Sexton, M (2010) Career journeys and turning points of senior female managers in small construction firms. Construction Management and Economics, 28(02), 39.
McGuffin, A A and Obonyo, E (2010) Enhancing performance: a case study of the effects of employee coaching in construction practice. Construction Management and Economics, 28(02), 9.
Ökmen, Ö and Öztaş, A (2010) Construction cost analysis under uncertainty with correlated cost risk analysis model. Construction Management and Economics, 28(02), 12.
Syben, G (2000) Contractors take command: from a demand-based towards a producer oriented model in German construction. Building Research & Information, 28(02), 119–30.
- Type: Journal Article
- Keywords: project coalition; institutional change; tendering; construction business system; client; architect; contractor; Germany
- ISBN/ISSN: 0961-3218
- URL: http://taylorandfrancis.metapress.com/link.asp?id=0cnar9rg1ydur3hc
- Abstract:
The client and its agent the architect traditionally dominate the construction process in Germany. This results in severe problems for the construction companies, which do not enter into the process until all the important decisions have been made. In particular, the rate of utilization of their facilities is more or less fully dependent on other actors rather than themselves. Recently, the larger construction companies with nationwide and international activities have initiated changes to take over the construction process and assume the leading position within the project coalition. This has been achieved by integrating parts of the construction project that have been under the command of other actors. At the beginning of the process, this concerns part of the work traditionally performed by the architect on behalf of the client, at the other end it concerns the function of the client itself. So it is the producer who - inside a deep crisis that affects the whole of the industry over the last few years - takes command inside the construction process. This will result in restructuring the entire industry and will cause severe problems for other actors, in particular the small and medium construction companies degraded to subcontractors only.
Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Dynamics of control in construction project teams. Construction Management and Economics, 28(02), 202.
Winch, G M (2000) Institutional reform in British construction: partnering and private finance. Building Research & Information, 28(02), 141–55.
Ye, K, Shen, L and Tan, Y (2010) Response strategies to the competition in the Chinese construction market. Construction Management and Economics, 28(02), 24.