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Abdul-Aziz, A-R, Ngau, D P, Lim, Y M and Nuruddin, A R (2011) Internationalization of Malaysian quantity surveying firms: exploring the best fit models. Construction Management and Economics, 29(01), 49–58.
Brown, A D and Phua, F T T (2011) Subjectively construed identities and discourse: towards a research agenda for construction management. Construction Management and Economics, 29(01), 83–95.
Chang, Y, Wilkinson, S, Potangaroa, R and Seville, E (2011) Identifying factors affecting resource availability for post-disaster reconstruction: a case study in China. Construction Management and Economics, 29(01), 37–48.
Davey, C L, Lowe, D J and Duff, A R (2001) Generating opportunities for SMEs to develop partnerships and improve performance. Building Research & Information, 29(01), 1–11.
Dursun, O and Stoy, C (2011) Time-cost relationship of building projects: statistical adequacy of categorization with respect to project location. Construction Management and Economics, 29(01), 97–106.
Gundes, S (2011) Exploring the dynamics of the Turkish construction industry using input-output analysis. Construction Management and Economics, 29(01), 59–68.
Kululanga, G K, Edum-Fotwe, F T and McCaffer, R (2001) Measuring construction contractors' organizational learning. Building Research & Information, 29(01), 21–9.
- Type: Journal Article
- Keywords: audit; continuous improvement; learning; management; organization;
- ISBN/ISSN: 0961-3218
- URL: http://taylorandfrancis.metapress.com/link.asp?id=74w0k4yhbm5vhwnc
- Abstract:
The term 'learning organization' has entered the vocabulary of many managers and is providing an alternative basis for evaluating the performance of construction companies. However, there is a long way to go before organizational learning is fully implemented to gain competitive advantage, attain a state of readiness for change and build a capacity to respond and identify future business possibilities. This paper outlines the importance and the principles that underlie organizational learning, and presents a framework for measuring organizational learning as one of the strategies for improving construction business processes. The framework identifies ten dimensions for learning and eight factors that promote organizational generative learning. It provides a methodology for assessing whether organizational learning practices and the factors that induce organizational generative learning are in place and current best practice that characterizes learning organizations. The paper also outlines how a construction contractor can self/third-party audit its organizational learning, which could then act as a catalyst for implementing an organizational learning culture.
Landin, A and Nilsson, C-H (2001) Do quality systems really make a difference?. Building Research & Information, 29(01), 12–20.
Lansley, P R (2001) Building research and the quality-of-life. Building Research & Information, 29(01), 62–74.
Lu, W, Olofsson, T and Stehn, L (2011) A lean-agile model of homebuilders' production systems. Construction Management and Economics, 29(01), 25–35.
Mbiti, T K, Blismas, N, Wakefield, R and Lombardo, R (2011) System archetypes underlying the problematic behaviour of construction activity in Kenya. Construction Management and Economics, 29(01), 3–13.
Ofori, G (2001) Indicators for measuring construction industry development in developing countries. Building Research & Information, 29(01), 40–50.
Shih, N-J and Huang, Y-S (2001) A study of reflection glare in Taipei. Building Research & Information, 29(01), 30–9.
Thomson, D (2011) A pilot study of client complexity, emergent requirements and stakeholder perceptions of project success. Construction Management and Economics, 29(01), 69–82.
Wu, J, Kumaraswamy, M and Soo, G K L (2011) Dubious benefits from future exchange: an explanation of payment arrears from "continuing clients" in Mainland China. Construction Management and Economics, 29(01), 15–23.