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Bofang, Z and Jianbo, C (1989) Finite Element Analysis of Effect of Pipe Cooling in Concrete Dams. Journal of Construction Engineering and Management, 115(04), 487–98.

Carr, R I (1989) Cost‐Estimating Principles. Journal of Construction Engineering and Management, 115(04), 545–51.

Ivanoff, D J and Diekmann, J E (1989) Project‐Labor Agreements in Construction Industry. Journal of Construction Engineering and Management, 115(04), 567–84.

Kakoto, T, Skibniewski, M J and Hancher, D E (1989) Comparison of U.S. and Japanese Practices in Public Construction. Journal of Construction Engineering and Management, 115(04), 499–516.

Lundberg, E J and Beliveau, Y J (1989) Automated Lay‐Down Yard Control System—ALYC. Journal of Construction Engineering and Management, 115(04), 535–44.

Nam, C H and Tatum, C B (1989) Toward Understanding of Product Innovation Process in Construction. Journal of Construction Engineering and Management, 115(04), 517–34.

Rayburn, L M (1989) Productivity Database and Job Cost Control Using Microcomputers. Journal of Construction Engineering and Management, 115(04), 585–601.

Smith, G R and Hancher, D E (1989) Estimating Precipitation Impacts for Scheduling. Journal of Construction Engineering and Management, 115(04), 552–66.

Tatum, C B (1989) Organizing to Increase Innovation in Construction Firms. Journal of Construction Engineering and Management, 115(04), 602–17.

  • Type: Journal Article
  • Keywords: Construction companies; Organizations; Construction; Management; Innovation; Technology;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1989)115:4(602)
  • Abstract:
    Driving forces in the construction industry indicate that the ability to innovate is quickly becoming a competitive necessity. Changes in owners' demands and more complex facilities require new approaches in both design and construction. Investigations of other industries reveal organizational characteristics of innovative firms, but construction's institutional framework, products, and technology differ significantly from manufacturing. Based on investigations of successful examples, this paper describes elements of organizational structure and culture that appear to foster construction innovation. These common elements include supportive policies and priorities, flexibility in unit size and grouping, intra‐ and interorganizational coordination, and staffing to satisfy specific requirements for key positions. This paper describes each of these elements and gives examples from a study of innovations. The descriptions of these elements include recommendations for managers seeking to organize for increased innovation, and the conclusions include research insights and needs.