Abstracts – Browse Results
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d'Amato, M and Kauko, T (2012) Sustainability and risk premium estimation in property valuation and assessment of worth. Building Research & Information, 40(02), 174-85.
Donn, M, Selkowitz, S and Bordass, B (2012) The building performance sketch. Building Research & Information, 40(02), 186-208.
Kleindienst, S and Andersen, M (2012) Comprehensive annual daylight design through a goal-based approach. Building Research & Information, 40(02), 154-73.
Larsson, J, Eriksson, P E, Lingegård, S and Järvenpää, A (2022) Innovation outcomes and processes in infrastructure projects – a comparative study of Design-Build and Design-Build-Maintenance contracts. Construction Management and Economics, 40(02), 142–56.
Leiringer, R, Gottlieb, S C, Fang, Y and Mo, X (2022) In search of sustainable construction: the role of building environmental assessment methods as policies enforcing green building. Construction Management and Economics, 40(02), 104–22.
Sage, D, Dainty, A and Brookes, N (2012) A 'Strategy-as-Practice' exploration of lean construction strategizing. Building Research & Information, 40(02), 221-30.
- Type: Journal Article
- Keywords: construction strategy; contractors; industry change; lean construction; power; reflective practice; strategy as practice
- ISBN/ISSN: 0961-3218
- URL: https://doi.org/10.1080/09613218.2012.655925
- Abstract:
A growing body of work emerging from the management and organizational studies literature is the "Strategy-as-Practice" (SaP) perspective, which focuses on the ways in which strategy is actually enacted within organizational settings. This perspective is used to examine the diffusion of lean construction. In recent years lean construction has grown in prominence to become one of the primary performative improvement recipes for the construction sector. However, rather than providing a stable strategy around which more collaborative, intelligent and efficient project-based organizations develop, this research reveals how the lean concept transforms during its journey with unintended organizational consequences. An ethnographic case study, informed by SaP, demonstrates how a lean strategy and its effects on organizational practice and culture cannot be understood separately from material and embodied practices and power effects. As well as contributing to the examination of lean construction practice, the findings show how strategy is enacted within construction organizations and the ensuing effects of social power. A new trajectory is opened for research into strategizing within construction organizations, which provides ways to explore actual practices and spaces where strategizing occurs.
Sandberg, N H and Brattebø, H (2012) Analysis of energy and carbon flows in the future Norwegian dwelling stock. Building Research & Information, 40(02), 123-39.
Schlegel, M, Trutnevyte, E and Scholz, R W (2012) Patterns of residential heat demand in rural Switzerland. Building Research & Information, 40(02), 140-53.
Sharafi, A, Amalnick, M S and Taleizadeh, A A (2022) Optimal readjustment of contract variables and the financial outcome of PPP projects in the operation period. Construction Management and Economics, 40(02), 87–103.
Soliman-Junior, J, Tzortzopoulos, P and Kagioglou, M (2022) Designers’ perspective on the use of automation to support regulatory compliance in healthcare building projects. Construction Management and Economics, 40(02), 123–41.
Tennant, S and Fernie, S (2012) The commercial currency of construction framework agreements. Building Research & Information, 40(02), 209-20.