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Al-Sudairi, A A and Al-Motairi, M S (2010) Multi objective land use allocation model using priority-based goal programming technique. Construction Management and Economics, 28(02), 61.

Anagnostopoulos, K P and Koulinas, G K (2010) A simulated annealing hyperheuristic for construction resource levelling. Construction Management and Economics, 28(02), 75.

Bologna, R and Nord, R D (2000) Effects of the law reforming public works contracts on the Italian building process. Building Research & Information, 28(02), 109–18.

Bremer, W and Kok, K (2000) The Dutch construction industry: a combination of competition and corporatism. Building Research & Information, 28(02), 98–108.

Campagnac, E (2000) The contracting system in the French construction industry: actors and institutions. Building Research & Information, 28(02), 131–40.

Loosemore, M, Phua, F, Dunn, K and Ozguc, U (2010) Operatives’ experiences of cultural diversity on Australian construction sites. Construction Management and Economics, 28(02), 88.

Lu, S-L and Sexton, M (2010) Career journeys and turning points of senior female managers in small construction firms. Construction Management and Economics, 28(02), 39.

McGuffin, A A and Obonyo, E (2010) Enhancing performance: a case study of the effects of employee coaching in construction practice. Construction Management and Economics, 28(02), 9.

Ökmen, Ö and Öztaş, A (2010) Construction cost analysis under uncertainty with correlated cost risk analysis model. Construction Management and Economics, 28(02), 12.

Syben, G (2000) Contractors take command: from a demand-based towards a producer oriented model in German construction. Building Research & Information, 28(02), 119–30.

Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Dynamics of control in construction project teams. Construction Management and Economics, 28(02), 202.

Winch, G M (2000) Institutional reform in British construction: partnering and private finance. Building Research & Information, 28(02), 141–55.

  • Type: Journal Article
  • Keywords: professional system; partnering; private finance; movement for innovation; public sector procurement; institutional change; UK
  • ISBN/ISSN: 0961-3218
  • URL: http://taylorandfrancis.metapress.com/link.asp?id=vlwnqrvam728fm0l
  • Abstract:
    The British construction industry is presently going through a period of rapid change. A combination of government-led reform initiatives, changes in government procurement strategies, and increasing exposure to international competition is focusing minds and shifting positions. This paper provides an analysis of the institutional aspects of these changes, identifying the root of the problems that the reforms are tackling, and indicating what the prospects of success might be. The paper starts with a historical overview of the evolution of what is here called the professional system, which has dominated the British industry for 150 years. This provides the context for the exploration of the two principal forces for change in the industry - the reform of contractual relations, especially the diffusion of partnering, and the shift of the government procurement towards concession contracting in the shape of the Private Finance Initiative. In conclusion, the prospects for success are discussed, noting that the British construction industry is relatively successful in international markets, but that it shares many traditional problems of other sectors of British industry - the predominance of personal capitalism has meant a failure to develop organizational capabilities - the most notable symptom being the continuing reliance on self-organizing gangs of workers for actual production.

Ye, K, Shen, L and Tan, Y (2010) Response strategies to the competition in the Chinese construction market. Construction Management and Economics, 28(02), 24.