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Boyd, P, Larsen, G D and Schweber, L (2015) The co-development of technology and new buildings: incorporating building integrated photovoltaics. Construction Management and Economics, 33(05), 349-60.

Galea, N, Powell, A, Loosemore, M and Chappell, L (2015) Designing robust and revisable policies for gender equality: lessons from the Australian construction industry. Construction Management and Economics, 33(05), 375-89.

Gomes, V and Silva, M G d (2005) Exploring sustainable construction: implications from Latin America. Building Research & Information, 33(05), 428–40.

Gosling, J, Naim, M, Towill, D, Abouarghoub, W and Moone, B (2015) Supplier development initiatives and their impact on the consistency of project performance. Construction Management and Economics, 33(05), 390-403.

Type: Journal Article
Keywords:
ISBN/ISSN: 0144-6193
URL: https://doi.org/10.1080/01446193.2015.1075052
Abstract:
Dynamic aspects of intended company change can be related to the development and management of a portfolio of business models with regard to competence deployment and to performance. A portfolio of business models is seen as a reflection of the realized strategy of a company, and the dynamics aspects of company change are connected to internal and external critical strategic incidents. The business model elements considered in this research are market position, offering, and operational platform enabling a differentiation between strategic and operational effectiveness. The evolution of a Swedish supplier of building components and systems during a 15-year period is examined. The process data consists of temporal phases where a shift of phase is defined as a change of a specific portfolio of business models. The concept of a portfolio of business models helped to discover new and conflicting standardized or customized business models that were not always intended by the company. The findings indicate that unawareness of intended actions led to unintended allocation of resources or integration mechanisms that negatively affected company performance. On the other hand gains can be achieved if a strategy is deliberately managed as a portfolio of business models which then also can be a tool for managing change in a company.

Kaatz, E, Root, D and Bowen, P (2005) Broadening project participation through a modified building sustainability assessment. Building Research & Information, 33(05), 441–54.

Larsson, N (2005) Regionalism and sustainable development: genesis of SB04. Building Research & Information, 33(05), 397–404.

Lorenz, D, Lützkendorf, T and Panek, A (2005) Sustainable construction in Central/Eastern Europe: implications from SB04 in Warsaw. Building Research & Information, 33(05), 416–27.

O’Keeffe, D, Thomson, D and Dainty, A (2015) Evaluating the design of hospitals within a practice order network. Construction Management and Economics, 33(05), 415-27.

Sherratt, F, Crapper, M, Foster-Smith, L and Walsh, S (2015) Safety and volunteer construction workers. Construction Management and Economics, 33(05), 361-74.

Shibeika, A and Harty, C (2015) Diffusion of digital innovation in construction: a case study of a UK engineering firm. Construction Management and Economics, 33(05), 453-66.