Abstracts – Browse Results
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Cheung, F K T, Kurul, E and Oti, A H (2016) A case study of hybrid strategies to create value for a contracting business in the education sector in England and Wales. Construction Management and Economics, 34(04), 335-52.
Cole, R J (2006) Shared markets: coexisting building environmental assessment methods. Building Research & Information, 34(04), 357–71.
Dammann, S and Elle, M (2006) Environmental indicators: establishing a common language for green building. Building Research & Information, 34(04), 387–404.
Gething, B and Bordass, B (2006) Rapid assessment checklist for sustainable buildings. Building Research & Information, 34(04), 416–26.
Hellström, M, Wikström, R, Gustafsson, M and Luotola, H (2016) The value of project execution services: A problem and uncertainty perspective. Construction Management and Economics, 34(04), 272-85.
Kaatz, E, Root, D S, Bowen, P A and Hill, R C (2006) Advancing key outcomes of sustainability building assessment. Building Research & Information, 34(04), 308–20.
Lützkendorf, T and Lorenz, D P (2006) Using an integrated performance approach in building assessment tools. Building Research & Information, 34(04), 334–56.
Ling, F Y Y and Li, S (2016) Business models for foreign firms offering construction-related consultancy services in China. Construction Management and Economics, 34(04), 218-35.
Liu, Y, Prasad, D, Li, J, Fu, Y and Liu, J (2006) Developing regionally specific environmental building tools for China. Building Research & Information, 34(04), 372–86.
Lowe, R (2006) Defining absolute environmental limits for the built environment. Building Research & Information, 34(04), 405–15.
Malmqvist, T and Glaumann, M (2006) Selecting problem-related environmental indicators for housing management. Building Research & Information, 34(04), 321–33.
Mills, G R W and Razmdoost, K (2016) Managing value co-creation/destruction: A longitudinal education capital programme/project case study. Construction Management and Economics, 34(04), 286-301.
- Type: Journal Article
- Keywords: relationships; co-creation; expectations; stakeholders; value; key account management; case studies; chief executive officers; construction industry
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2016.1187284
- Abstract:
Drawing on a longitudinal empirical study of an education capital programme/project, value interactions are investigated at the interface between programme customers, project stakeholders and construction providers. Empirical evidence is provided that value formation is not only associated with value co-creation, but also with value co-destruction. The case study showed that a mature and synergistic network relationship (that successfully aligned the expectations of a strong key account management team (KAM team), multi-headed customer and wider project stakeholders) could, if not well managed, turn into incongruent relationships, relationship uncoupling and resource withdrawal. These findings suggest that project managers must drive strong KAM team relationships, so that they can align and adapt to customer requirements, and control the response to often changing wider stakeholder expectations.;Drawing on a longitudinal empirical study of an education capital programme/project, value interactions are investigated at the interface between programme customers, project stakeholders and construction providers. Empirical evidence is provided that value formation is not only associated with value co-creation, but also with value co-destruction. The case study showed that a mature and synergistic network relationship (that successfully aligned the expectations of a strong key account management team (KAM team), multi-headed customer and wider project stakeholders) could, if not well managed, turn into incongruent relationships, relationship uncoupling and resource withdrawal. These findings suggest that project managers must drive strong KAM team relationships, so that they can align and adapt to customer requirements, and control the response to often changing wider stakeholder expectations.;
Murtagh, N, Roberts, A and Hind, R (2016) The role of environmental sustainability in marketing of small architectural design practices. Construction Management and Economics, 34(04), 258-71.
Preece, C N, Mat Isa, C M, Saman, H M and Che Ibrahim, C K (2016) Development of entry location, entry timing and entry mode decision model for construction firms in international markets. Construction Management and Economics, 34(04), 236-57.
Razmdoost, K and Mills, G (2016) Towards a service-led relationship in project-based firms. Construction Management and Economics, 34(04), 317-34.
Swan, J (2006) New ways of innovating. Building Research & Information, 34(04), 427–32.
Swarts, K M, Lehman, K and Lewis, G K (2016) The use of social customer relationship management by building contractors: Evidence from Tasmania. Construction Management and Economics, 34(04), 302-16.