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Abdelgawad, M and Fayek, A R (2012) Comprehensive Hybrid Framework for Risk Analysis in the Construction Industry Using Combined Failure Mode and Effect Analysis, Fault Trees, Event Trees, and Fuzzy Logic. Journal of Construction Engineering and Management, 138(05), 642–51.

Avetisyan, H G, Miller-Hooks, E and Melanta, S (2012) Decision Models to Support Greenhouse Gas Emissions Reduction from Transportation Construction Projects. Journal of Construction Engineering and Management, 138(05), 631–41.

Bröchner, J and Olofsson, T (2012) Construction Productivity Measures for Innovation Projects. Journal of Construction Engineering and Management, 138(05), 670–7.

Kim, J and Philips, P (2012) Determinants of Quits and Dismissals on a Long-Lasting Unionized Industrial Construction Project. Journal of Construction Engineering and Management, 138(05), 661–9.

Lopez, R and Love, P E D (2012) Design Error Costs in Construction Projects. Journal of Construction Engineering and Management, 138(05), 585–93.

Love, P E D, Niedzweicki, M, Bullen, P A and Edwards, D J (2012) Achieving the Green Building Council of Australia’s World Leadership Rating in an Office Building in Perth. Journal of Construction Engineering and Management, 138(05), 652–60.

  • Type: Journal Article
  • Keywords: Sustainable development; Commercial buildings; Australia; Innovation; Clients; Greenstar; Sustainable innovation; Office building; Procurement;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000461
  • Abstract:
    The issues influencing the construction of Western Australia’s first six-star Green Star energy-rated commercial office building are examined. Green Star is a comprehensive, national, voluntary environmental rating system that evaluates the environmental design and construction of buildings and is undertaken by the Green Building Council of Australia. A six-star rating signifies “world leadership” in environmentally sustainable design and construction. The case study presented in this paper describes how a client acted as a catalyst for driving the sustainability agenda. The client’s key drivers for implementing sustainable technologies were procurement and organizational resources. Existing building regulations and a lack of government incentives were identified as being the main barriers to implementing sustainable technologies. The case findings presented provide an opportunity for clients and practitioners to learn from the experiences of others who have, and continue to address the environmental challenges facing the built environment.

Puddicombe, M S (2012) Novelty and Technical Complexity: Critical Constructs in Capital Projects. Journal of Construction Engineering and Management, 138(05), 613–20.

Sunindijo, R Y and Zou, P X W (2012) Political Skill for Developing Construction Safety Climate. Journal of Construction Engineering and Management, 138(05), 605–12.

Teizer, J, Venugopal, M, Teizer, W and Felkl, J (2012) Nanotechnology and Its Impact on Construction: Bridging the Gap between Researchers and Industry Professionals. Journal of Construction Engineering and Management, 138(05), 594–604.

Tserng, H P, Liao, H, Jaselskis, E J, Tsai, L K and Chen, P (2012) Predicting Construction Contractor Default with Barrier Option Model. Journal of Construction Engineering and Management, 138(05), 621–30.