Clients Driving Innovation

by Brandon, Peter S.; Lu, Shu-Ling

• ISBN13: 9781405175661
• ISBN10: 1405175664
• Edition: 1st
• Format: Hardcover
• Copyright: 2008-09-22
• Publisher: Wiley-Blackwell

Summary

In recent years the construction industry has been criticised for lack of successful innovation compared to other major industries. The question of why the industry has not been seen to be innovative has created concern among many involved with construction and property. The driving concern is where the motivation for this innovation should come from. Although construction clients have made an impact in this area, the industry itself seems divided as to whether, when and where clients should drive the innovation process. Clients Driving Innovation brings together an international group of researchers and practitioners to investigate the role of clients in construction innovation. Written in three parts, it covers the context for innovation driven by clients, the client impact on the innovation process and how new ideas can be pushed through into practice. Numerous case studies illustrate the role clients can play and the key issues that need to be addressed. With increasing interest in the contribution clients can make to construction innovation, Clients Driving Innovation will be essential reading for construction management researchers, major construction contractors and clients and government policy makers.

Author Biography

Professor Peter Brandon is Director of Salford University 'Think Lab' and Director of Strategic Programmes, School of the Built Environment, University of Salford.

Dr Shu-Ling Lu is a Research Fellow in the School of the Built Environment, University of Salford.

Table of Contents

Note on editors	p. viii
List of contributors	p. ix
Note on CIB	p. xii
Note on Think Lab	p. xiii
Acknowledgements	p. xiv
Preface	p. xv
The Context for Innovation	p. 1
A global agenda for revaluing construction: the client's role	p. 3
Revaluing construction: implications for the construction process	p. 16
Is the client really part of the team? A contemporary policy perspective on Latham/Egan	p. 26
Enabling clients to be professional	p. 33
Challenging the illusion of the all powerful clients' role in driving innovation	p. 43
Reifying the client in construction management research? Alternative perspectives on a complex construct	p. 49
A proposed taxonomy for construction clients	p. 58
Clients' roles and contributions to innovations in the construction industry: when giants learn to dance	p. 69
Setting the game plan: the role of clients in construction innovation and diffusion	p. 78
Clients as innovation drivers in large engineering projects	p. 88
Knowing differently, innovating together? Exploring the dynamics of knowledge creation across boundaries in clients' design teams	p. 101
The role of the client in the innovation processes of small construction professional service firms	p. 111
Client-oriented contractor innovation	p. 125
Driving innovation in construction: a conceptual model of client leadership behaviour	p. 137
Critical actions by clients for effective development and implementation of construction innovations	p. 146
The Innovation Process	p. 155
Overcoming resistance to innovation: the integration champion in construction	p. 157
Client-driven innovation through a requirements-oriented project process	p. 167
Knowledge management supports clients driving innovation: two case studies	p. 177
Implementing innovations in infrastructures for the built environment: the role of project developers, customers and users	p. 190
Moving Ideas Into Practice	p. 201
Client driven performance improvement strategies for the construction industry: development and implementation challenges	p. 203
Public policy, clients and the construction industry	p. 216
Value for money versus complexity: a battle of giants in the public sector?	p. 223
The role of the professional client in leading change: a case study of Stanhope plc	p. 234
Customer focus: time, the enemy of desire - a contractor developer perspective	p. 241
The role of the client in building site innovations	p. 252
A complex systems approach to customer co-innovation: a financial services case study	p. 262
Index	p. 270
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