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Barton, R T (2000) Soft value management methodology for use in project initiation: a learning journey. Journal of Construction Research, 1(02), 109–22.

Fong, P S-W (2000) Facilitated team learning in value management teams. Journal of Construction Research, 1(02), 99–107.

Holt, G D and Faniran, O (2000) Construction management research: a blend of rationalist and interpretative paradigms. Journal of Construction Research, 1(02), 177–82.

Kwon, A H C, Then, D and Skitmore, M R (2000) Risk management in Singapore construction joint ventures. Journal of Construction Research, 1(02), 139–49.

Masurier, J L, Blockley, D and Wood, D M (2000) Management of value and uncertainty in construction projects. Journal of Construction Research, 1(02), 123–9.

Mootanah, D P (2000) Theory meets practice: proposal for a dynamic value and risk methodology for project management. Journal of Construction Research, 1(02), 131–8.

Nicholas, J, Holt, G D and Mihsein, M (2000) Predicting materials suppliers' bad debt. Journal of Construction Research, 1(02), 159–67.

Seni, D A (2000) From scientific management to process engineering: the spontaneous theory of technological value in the design of work in organizations. Journal of Construction Research, 1(02), 91–8.

Tan, W and Elias, Y (2000) Learning-by-doing in Singapore construction. Journal of Construction Research, 1(02), 151–8.

Wong, F K W, Chan, S C M, Tse, R Y C and Love, P E D (2000) Improving safety knowledge through training: the case of Hong Kong. Journal of Construction Research, 1(02), 169–75.

Woodhead, R (2000) From individual perspectives to a global VM potential. Journal of Construction Research, 1(02), 87–90.

  • Type: Journal Article
  • Keywords: action research; ethnography; value engineering; value management
  • ISBN/ISSN: 1609-9451
  • URL:
  • Abstract:
    This special edition of the Journal of Construction Research begins by setting a tone of 'challenge'. It does not provide deep explanations of the historical context that links Value Analysis (VA), Value Engineering (VE) and Value Management (VM) together as stages of an evolutionary process; this is taken on board by other papers in this publication. However, it does challenge the fragmented value-community to think about the possibilities of global unity to advance value creation as the principal purpose of our endeavours. It is because of this aim that the paper's title links individual perspectives to a concept of global VM potential. The electronic discussion group named VEAMAC has allowed practitioners and academics to share their insights and communicate frequently thus allowing barriers to be recognized and challenged in a way that was not previously as accessible. The dominant research methodology in VEAMAC is ethnographic as the VM community tests its ideas in a public forum and then adapts its practice in light of the lessons learned; Value Management is thus a socially constructed reality that also attempts to influence the future. The purpose of this publication is to extend the debate beyond e-mail and draw more people into the larger action research experiment created by VEAMAC.