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Bartlett, E and Howard, N (2000) Informing the decision makers on the cost and value of green building. Building Research & Information, 28(05), 315–24.

Bogenstätter, U (2000) Prediction and optimization of life-cycle costs in early design. Building Research & Information, 28(05), 376–86.

Bon, R and Hutchinson, K (2000) Sustainable construction: some economic challenges. Building Research & Information, 28(05), 310–4.

Bordass, B (2000) Cost and value: fact and fiction. Building Research & Information, 28(05), 338–52.

Cole, R J and Sterner, E (2000) Reconciling theory and practice of life-cycle costing. Building Research & Information, 28(05), 368–75.

Heerwagen, J (2000) Green buildings, organizational success and occupant productivity. Building Research & Information, 28(05), 353–67.

Hydes, K R and Creech, L (2000) Reducing mechanical equipment cost: the economics of green design. Building Research & Information, 28(05), 403–7.

Jarkas, A M (2010) The influence of buildability factors on rebar fixing labour productivity of beams. Construction Management and Economics, 28(05), 527–43.

Larsson, N K and Clark, J (2000) Incremental costs within the design process for energy efficient buildings. Building Research & Information, 28(05), 413–8.

Lingard, H C, Francis, V and Turner, M (2010) Work–family enrichment in the Australian construction industry: implications for job design. Construction Management and Economics, 28(05), 467–80.

Malin, N (2000) The cost of green materials. Building Research & Information, 28(05), 408–12.

Marrero, M and Ramirez-De-Arellano, A (2010) The building cost system in Andalusia: application to construction and demolition waste management. Construction Management and Economics, 28(05), 495–507.

Ness, K (2010) The discourse of ‘Respect for People’ in UK construction. Construction Management and Economics, 28(05), 481–93.

Olawale, Y A and Sun, M (2010) Cost and time control of construction projects: inhibiting factors and mitigating measures in practice. Construction Management and Economics, 28(05), 509–26.

Papamichael, K (2000) Green building performance prediction/assessment. Building Research & Information, 28(05), 394–402.

Reed, W G and Gordon, E B (2000) Integrated design and building process: what research and methodologies are needed?. Building Research & Information, 28(05), 325–37.

Ross, N, Bowen, P A and Lincoln, D (2010) Sustainable housing for low-income communities: lessons for South Africa in local and other developing world cases. Construction Management and Economics, 28(05), 433–49.

Sterner, E (2000) Life-cycle costing and its use in the Swedish building sector. Building Research & Information, 28(05), 387–93.

Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Control modes and mechanisms in construction project teams: drivers and consequences. Construction Management and Economics, 28(05), 451–65.

  • Type: Journal Article
  • Keywords: empowerment; drivers of control; Hong Kong; consequences of control; portfolio of control
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446191003702500
  • Abstract:
    Control is purposive or goal directed, hence, there are underlying drivers and consequences of the exercise of control modes and mechanisms. In response to recent empirical findings that cast doubts on the empowerment–control incompatibility thesis, the broader question of whether control is predominantly ‘controlling’ or rather supportive in work environments is addressed. Drivers and consequences of control modes and mechanisms in five project teams involved in two ongoing construction projects in Hong Kong are explored. As an interpretive and exploratory study, a qualitative research design and the case study approach in particular was appropriate. Framework, category formation and cross-case analysis techniques were employed to analyse data collected through documentary analysis, passive observations and semi-structured face-to-face interviews. The exercise of control is driven by a range of factors emanating from the individual-, team-, organization- and project-level. Control modes and mechanisms also have performance-related consequences for individuals, teams and organizations and are predominantly attributable to self-based control mechanisms. Preliminary evidence of the important link between self-control/empowerment and performance is therefore provided which is instructive for the performance improvement agenda in the construction industry.