Abstracts – Browse Results
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Hare, B, Cameron, I and Duff, A R (2006) Exploring the integration of health and safety with pre-construction planning. Engineering, Construction and Architectural Management, 13(05), 438–50.
Hassanein, A A G and Khalil, B N L (2006) Building Egypt 1 � a general indicator cost index for the Egyptian construction industry. Engineering, Construction and Architectural Management, 13(05), 463–80.
Hsieh, H-Y and Forster, J (2006) Residential construction quality and production levels in Taiwan. Engineering, Construction and Architectural Management, 13(05), 502–20.
Ingirige, B and Sexton, M (2006) Alliances in construction: Investigating initiatives and barriers for long-term collaboration. Engineering, Construction and Architectural Management, 13(05), 521–35.
- Type: Journal Article
- Keywords: Culture; management strategy; partnership; strategic alliances
- ISBN/ISSN: 0969-9988
- URL: http://www.emeraldinsight.com/10.1108/09699980610690774
- Abstract:
Purpose – This paper aims to prove that alliances in the construction industry can be used as vehicles to achieve sustainable competitive advantage. Design/methodology/approach – The paper first sets out a theoretical proposition through a literature review and synthesis, then details an empirical case study in the construction industry to investigate the theoretical proposition. Findings – The findings indicate the existence of the “project based mindset”, within the working practices of the different players in construction alliances. This overly narrow project focus constrains the process of achieving sustainable competitive advantage for alliances. Research limitations/implications – This research, in broad terms, provides insights on the value of long-term orientated collaboration in construction alliances and specifically target practitioners by identifying benefits of balancing alliance tasks and activities among senior executives and project managers in an appropriate way. Originality/value – The paper makes an original contribution to the general body of knowledge on alliances and specifically to construction alliances by identifying the core value addition in the process of long-term orientated collaboration so that the processes are carefully designed, interpreted and nurtured in practice. Also, recommends initiatives by the alliance management to redesign tasks and activities such that collaboration becomes part-and-parcel of senior executives and project managers’ daily routine, rather than considering collaborative encounters as extra activities that need “slack” time.
Jefferies, M (2006) Critical success factors of public private sector partnerships: A case study of the Sydney SuperDome. Engineering, Construction and Architectural Management, 13(05), 451–62.
Othman, A A, Torrance, J V and Hamid, M A (2006) Factors influencing the construction time of civil engineering projects in Malaysia. Engineering, Construction and Architectural Management, 13(05), 481–501.