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Reichstein T., Salter A. J. and Gann D. M. (2005) “Last among equals: a comparison ofinnovation in construction, services and manufacturing in the UK”, Construction Managementand Economics, 23: 631-644.Rothwell R. and M.Dodgson, 1994, “Innovation and size of firm”, in M.Dodgson andR.Rothwell, The handbook of industrial innovation, Edward Elgar, Cheltenham, 310-324.Seaden G., Guolla M., Doutriaux J. and Nash J. (2003), « Strategic decisions and innovation inconstruction firms », Construction Management and Economics, 21, 603-612.Schumpeter, J., 1935, Théorie de l'évolution économique, Librairie Dalloz, Paris.SESSI (2006) Enquête communautaire sur l’innovation en 2004 (CIS4) Ministère del’Economie, des Finances et de l’Industrie,http://www.industrie.gouv.fr/sessi/enquetes/innov/cis4/cis4.htmSexton, M., Abbott C., Barrett P. and Ruddock L. (2007) Hidden innovation in construction inde Ridder H.A.J. and Wamelink J.W.F. (Eds) Second International Conference World ofConstruction Project Management, TU Delft, The Netherlands.Sexton, M. and Barrett, P. (2003), “Appropriate innovation in small construction firms”,Construction Management and Economics, 21: 623-633.Slaughter S. (2000), “Implementation of construction innovations”, Building Research andInformation, 28, n°1, 2-17.Slaughter S. (1993), “Innovation and learning during implementation: a comparison of user andmanufacturer innovations”, Research Policy, 22: 81-95.Sundbo J. and Gallouj F. (2000), "Distributed innovation systems and instituted economicprocesses", in Innovation systems in the service economy, J.S. Metcalfe and I. Miles (Ed.),Kluwer Academic Publishers, 43-68.Tessier L. (2008), “La structure et les métiers de la construction guident son innovation”, SESPen bref, n°4, April 2008.Winch G. M. (2003), “How innovative is construction? Comparing aggregated data onconstruction innovation and other sectors – a case of apples and pears”, ConstructionManagement and Economics, 21: 651-654.Winch, G. (1998), “Zephyrs of creative destruction: understanding the management ofinnovation in construction”, Building Research and Information, 26/5: 268-279.25
Critical Success Factors for a Construction CompanyLasker, G. C.Purdue University(email: glasker@purdue.edu)Schuette, S.Purdue University(email: sschuette@purdue.edu)Cox, R. F.Purdue University(email: rfcox@purdue.edu)Dirk M. BeckPurdue University(email: dbeck@purdue.edu)AbstractUnlike the majority of industries, the construction industry is not only saturated with a multitude ofsmall young companies, but also has one of the highest failure rates of all industries in the UnitedStates. Is there a relationship between the age and maturity of a company, or is the failure rate due toindustry specific internal factors? The purpose of this research is to to answer this question andestablish a foundation upon which start-up construction companies could build. After reviewingrelated literature, specific factors analysis, and questionnaire survey, this foundation will consist ofestablishing the critical factors that must be managed.Keywords: construction industry, success, acquiring the work, building the work, tracking the work26
Page 1 and 2: ProceedingsTG65 & W065 - Special Tr
Page 3 and 4: TG65‐SMALLFIRMSINCONSTRUCTION&W06
Page 5 and 6: CONTENTSTG65PapersStrategyDevelopme
Page 7 and 8: ComparativeStudyonQualityAssuranceo
Page 9 and 10: StructuralEquationModellingforSmall
Page 11 and 12: 1. Strategy in the construction ind
Page 13 and 14: The main part of orders is achieved
Page 15: and the public that shapes the mark
Page 18 and 19: Figure 3: Development in liquidityF
Page 20 and 21: industry in general. Also a special
Page 22 and 23: 1. IntroductionThe construction ind
Page 24 and 25: comprises several components: one p
Page 26 and 27: Pries and Dorée (2005) indicate th
Page 28 and 29: Table 2: Distribution of innovation
Page 30 and 31: 7. Innovation and collaborationTo i
Page 32 and 33: understand better the link between
Page 36 and 37: 1. IntroductionAccording to the U.S
Page 38 and 39: 50+ Employees11-50 Employees5-10 Em
Page 40 and 41: in respect to the corresponding cat
Page 42: make an educated decision when deci
Page 45 and 46: 1. Accelerate and maximize cash inf
Page 47 and 48: New High Technology Product Develop
Page 49 and 50: voltage, causes the gas to emit ene
Page 51 and 52: 3. Research methodologyThis researc
Page 53 and 54: 4.3 Developing luminaire prototypeT
Page 55 and 56: It is this collective effort which
Page 57 and 58: Once They Were Heroes: What Happene
Page 59 and 60: Figure 1: The shells under construc
Page 61 and 62: client and the general contractor i
Page 63 and 64: Figure 3: Geographical distribution
Page 65 and 66: Table 5 (left): World distribution
Page 67 and 68: subsequent industrial fortune and/o
Page 69 and 70: Do Projects Matter? Tracing Firms
Page 71 and 72: study on how to measure whether and
Page 73 and 74: those produced within or for the co
Page 75 and 76: Figure 4a (left): State distributio
Page 77: 3. Reading variations in the indust
Page 80 and 81: lost fewer companies (25%) than the
Page 82 and 83: Learning from Collective Action: Le
Page 84 and 85:
subdivisions and suburbs, to confro
Page 86 and 87:
1.2 Demand patterns and cyclesDurin
Page 88 and 89:
eaching 47 stories in 1978, confron
Page 90 and 91:
1.7 Human resources and productivit
Page 92 and 93:
Bateman A (1969) Desarrollo de las
Page 94 and 95:
Small and Medium Size Contractors i
Page 96 and 97:
compulsory site inspections/briefin
Page 98 and 99:
5. Skills related barriers to const
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22%MaleFemale78%Figure 1: Gender in
Page 102 and 103:
ReferencesCheetam, T. and Mabuntana
Page 104 and 105:
Between Fit and Misfit -Small Contr
Page 106 and 107:
Another way to approach the dilemma
Page 108 and 109:
and intrinsic / absent information;
Page 110 and 111:
ERP. It supports a large range of t
Page 112 and 113:
icklayers found the system intuitiv
Page 114 and 115:
a mobile element encompasses a comm
Page 116 and 117:
Wang L. (2008) Enhancing constructi
Page 118 and 119:
1. IntroductionSustainable developm
Page 120 and 121:
69.3% of the workforce in the indus
Page 122 and 123:
Summarizing, the application of PS
Page 124 and 125:
Subcontractor and Specialtycontract
Page 126 and 127:
ReferencesAbiko A K, Marques F S, C
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Oviedo Haito R J J, Cardoso F F e S
Page 130 and 131:
1. IntroductionNumerous attempts by
Page 132 and 133:
3. Structuring of an integrated eme
Page 134 and 135:
the management team with a wealth o
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7. Quantitative measured data: CSIR
Page 138 and 139:
emerging contractors felt they gain
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their ability to manage their busin
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ReferencesBuilding Industries Feder
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1. IntroductionSmall and medium-siz
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Unlike in Hong Kong, NetRegs (2003a
Page 148 and 149:
esources needed for the implementat
Page 150 and 151:
3. Conclusions and recommendationsT
Page 152 and 153:
ReferencesAnglada, L M. 2000. Small
Page 154 and 155:
Revel, A., David, S. and Chen, H. 2
Page 156 and 157:
1. IntroductionSmall and Medium Ent
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3. Sharma et al. (1995) Waste Manag
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1. Government Role (Regulation & Le
Page 162 and 163:
3. If (i, j) entry in the SSIM is X
Page 164 and 165:
Figure 2: MICMAC MatrixThe MICMAC M
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Mandal and Deshmukh (1994) claim th
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policies. Thus, ISM and SMEs Models
Page 170 and 171:
Competitive Stakes in the “Credit
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3. MethodsThe period between 1993 a
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ut the Swedes retain a sizeable pre
Page 176 and 177:
Table 4: Profit margin by national
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in this initiative has been stepped
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In times of national crisis and sta
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Siehler B A (1998) “Different app
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The Move to Nighttime Construction
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working at night will affect the wo
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under construction will be less con
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of the dangers in the work zone, bu
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Connecticut Yes Yes Yes (Crash Truc
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Nevada Yes No No No All the traffic
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to night work are projectspecific.W
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Cottrell Jr., B. H. "Final Report:
Page 200 and 201:
1. IntroductionThe integrated desig
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systems. The viability of the 1 st
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2.4 Recursive, 1st-order BE system
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INTERACTION WITH 1 ST -ORDER PRACTI
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(8) A subsystem of foresight-specif
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4. ConclusionsIt is herein repeated
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1. IntroductionWork-life balance is
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elevance for the employees in the c
Page 216 and 217:
2.3 Meeting the needs of the employ
Page 218 and 219:
One engineer mentioned a “look bu
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employment strategies were used ext
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Felstead, A., Jewson, N., Phizackle
Page 224 and 225:
1. IntroductionProduction quantitie
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ConstructionmethodType ofconstructi
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3.2.1 Calculation of the maximum nu
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4.3 Calculation Mode 3 - Applicatio
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Figure 5: Floor plan - standard flo
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A realistic construction time can b
Page 236 and 237:
1. IntroductionComplexity silently
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That lack of actual relating in sys
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deliveries, such as those stemming
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5. Coping with complexity and learn
Page 244 and 245:
alone. Management attention has to
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Luhmann N (1995) Social Systems, St
Page 248 and 249:
Keywords: building product supplier
Page 250 and 251:
In the same vein, the roots of the
Page 252 and 253:
other hand, the conduct of a set of
Page 254 and 255:
Figure 2. Timeline schedule of the
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(2000) for managing crises in const
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potential consequences. Complexity
Page 260 and 261:
Palojärvi L, Huovinen P and Kiiras
Page 262 and 263:
1. Introduction“The absence of se
Page 264 and 265:
the context of the specific organiz
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Management functions (Management)Or
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Figure 3: Shared sense - identity -
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teamwork and I think the keyword on
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Luhmann N (1971) Sinn als Grundbegr
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1. IntroductionThe development of a
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sensitivity. (e.g. OGC 2004) Someti
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Office face rents grew through the
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At the time of signing the Developm
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contractor mitigated some of this d
Page 284 and 285:
Byrne, P., & Cadman, D. (1984). Ris
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1. IntroductionStudent drop rate of
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profit of staying and cost of leavi
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etween value commitment and stress
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construction professionals may indi
Page 294 and 295:
AcknowledgementThis paper is partly
Page 296 and 297:
Meyer, J. P., Allen, N., J. & Smith
Page 298 and 299:
1. IntroductionDigital information
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SharedDocumentationWork inprogressA
Page 302 and 303:
CAD manager and other key members o
Page 304 and 305:
of others to deliver the project, b
Page 306 and 307:
There are also some limitations of
Page 308 and 309:
ReferencesAbbott, A. (1988) The Sys
Page 310 and 311:
Risks Shared and Allocated by Const
Page 312 and 313:
2. Methodology & aimThe aim of this
Page 314 and 315:
efficient relational contracting”
Page 316 and 317:
Davies J (2007) “Preliminary resu
Page 318 and 319:
1. BackgroundConstruction project i
Page 320 and 321:
Figure 3: Framework of Public Const
Page 322 and 323:
Pre-constructionContractor`sconstru
Page 324 and 325:
also makes the fails of product’s
Page 326 and 327:
(3) Site Inspection System of Priva
Page 328 and 329:
Implementing a System for Achieving
Page 330 and 331:
aimed to generate innovation projec
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2.3. SWOT analysisThe firm under st
Page 334 and 335:
Figure 1: Process of technological
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the project manager must prepare a
Page 338 and 339:
the evaluation of R&D projects; ide
Page 340 and 341:
Heuristic Repetitive Activity Sched
Page 342 and 343:
the inability to satisfy work conti
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esearchers and practitioners to be
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Idle time of crew, due to work inte
Page 348 and 349:
PFij-k’ = EFij-k’ + Sij-k’the
Page 350 and 351:
The proposed method has also been t
Page 352 and 353:
The Innovation Value Chain Analysis
Page 354 and 355:
2. Innovation value chainInnovation
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comprehensive programme of over 50
Page 358 and 359:
) Conversion of ideas into practice
Page 360 and 361:
Taken together, the project team ha
Page 362 and 363:
understanding of these stages of in
Page 364 and 365:
Supply Chain Management:A Critique
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terms of volume is carried out by a
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Open : Selective : Restrictive : Cl
Page 370 and 371:
competitive client / contractor / s
Page 372 and 373:
learning agenda, otherwise future i
Page 374 and 375:
GREEN, S. D. & MAY, S. C. (2005) Le
Page 376 and 377:
WOLSTENHOLME, A. (2009) Never waste
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1. IntroductionThe external backgro
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opportunities in private sectors an
Page 382 and 383:
A delivery system of a VCMSC is bas
Page 384 and 385:
In addition, the IIS provides a lea
Page 386 and 387:
and positions (versus other SSCs) i
Page 388 and 389:
Bauer R and Köszegi S (2003) “Me
Page 390 and 391:
1. IntroductionWe live at a time wh
Page 392 and 393:
3. Reengineering of the constructio
Page 394 and 395:
Table 1: Five elements that enable
Page 396 and 397:
Ballard G, Howell G (2003) "Lean pr
Page 398 and 399:
1. Introduction“New industrializa
Page 400 and 401:
and control mechanisms encompassing
Page 402 and 403:
…Strategic component and systems
Page 404 and 405:
case of nice to have.” A result o
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optimized to result in minimal wast
Page 408 and 409:
Lindgreen A., Balazs Revezs and M.
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Qualifications in Croatian Construc
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2. History and Current State of Voc
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By craft school standards, semi-ski
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4. The New Croatian Qualification F
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5. Challenges of the New FrameworkC
Page 420 and 421:
European Communities (EC) (2008) Th
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5.2..After finishingprofessionalstu
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1. IntroductionIn Australia, around
Page 426 and 427:
groups (95.6 per cent). Nevertheles
Page 428 and 429:
While the majority of supervisors i
Page 430 and 431:
create business case incentives for
Page 432 and 433:
Success Factors in Large Constructi
Page 434 and 435:
Cooke-Davies (2002) defines 12 diff
Page 436 and 437:
2.2 Prerequisites / delimitationsTh
Page 438 and 439:
An overview of the most important c
Page 440 and 441:
Table 2. Comprehensive comparison o
Page 442 and 443:
ReferencesChan, A.P.C and Scott, Da
Page 444 and 445:
1. IntroductionInnovation has becom
Page 446 and 447:
co-workers, leaders among others is
Page 448 and 449:
management in the construction indu
Page 450 and 451:
project outcomes to be measured wil
Page 452 and 453:
what is the relationship between tr
Page 454 and 455:
Lim, J.N. & Ofori, G. (2007), "Clas
Page 456 and 457:
Multidisciplinary Integrated Tools
Page 458 and 459:
Figure 1: Qualitative expression of
Page 460 and 461:
subjects and scope (local, regional
Page 462 and 463:
Figure 3: The hierarchical structur
Page 464 and 465:
Table 1: A comparison matrix for co
Page 466 and 467:
Cardona, O.D. et al (2008) "Earthqu
Page 468 and 469:
Appropriate Time and Costs Estimate
Page 470 and 471:
• Wrong time estimates cost money
Page 472 and 473:
FocusPeople involvedMethods ofimple
Page 474 and 475:
Organizational culture also influen
Page 476 and 477:
Moylan W A (2002) Planning and Sche
Page 478 and 479:
1. IntroductionThe general theme fo
Page 480 and 481:
2.3 Methods of trade-off decisions
Page 482 and 483:
4.2 The aspect of trade-off ‘elem
Page 484 and 485:
limiting the trade-offs to time, co
Page 486 and 487:
Nokes, S., Major, I., Greenwood, A.
Page 488 and 489:
Exploring the Potential Contributio
Page 490 and 491:
2007). Little discussion is focused
Page 492 and 493:
following session, a brief discussi
Page 494 and 495:
According to Reiss et al. (2006) be
Page 496 and 497:
ealisation is an approach has also
Page 498 and 499:
Community Development Resource Asso
Page 500 and 501:
Turner, J.R. and Cochrane, R.A., 19
Page 502 and 503:
1. IntroductionThis paper is part o
Page 504 and 505:
3. Insights in modern, enlarged RM
Page 506 and 507:
and management and assesses it with
Page 508 and 509:
According to Ralls et al. (1999), t
Page 510 and 511:
iskmanagementroughly half of 1980's
Page 512 and 513:
Lehtiranta L and Huovinen P (2010)
Page 514 and 515:
1. IntroductionIn general, literatu
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7 Overall validity protection3 Defi
Page 518 and 519:
3.3 Conduct of the review of enlarg
Page 520 and 521:
(7) The high validity of the review
Page 522 and 523:
(3) The focal contexts could be gro
Page 524 and 525:
ReferencesAhonen L (2007) Managing
Page 526 and 527:
Critical Success Factors of Sustain
Page 528 and 529:
2004), (Fortune and White, 2006) an
Page 530 and 531:
For practical reasons, the numbers
Page 532 and 533:
Table 4: the rotated Component Matr
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the project manager needs LCA tools
Page 536 and 537:
Nguyen, L.D., Ogunlana, S.O., & Lan
Page 538 and 539:
Sustainable Development in Construc
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Strategic management thus refers to
Page 542 and 543:
construction anddevelopment (Charte
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The third part of the study include
Page 546 and 547:
Figure 1 Diagram of the TMO of the
Page 548 and 549:
The principles of SD include social
Page 550 and 551:
Glasson, J., Therivel, R., & Chadwi
Page 552 and 553:
Stead, J., & Stead, W. (2008). Sust
Page 554 and 555:
1. Introduction1.1 BackgroundDue to
Page 556 and 557:
In this frontier study, the overlap
Page 558 and 559:
3. Comparative of Shanghai project
Page 560 and 561:
IVRGCMMIVR: InvestorM: M companyGC:
Page 562 and 563:
Chinese GC is not relied on a long-
Page 564 and 565:
1. IntroductionToday, there are met
Page 566 and 567:
improve performance in the on-site
Page 568 and 569:
form-altering material parameters f
Page 570 and 571:
Cost4.1 ConsequencesAll nine respon
Page 572 and 573:
(Roy et al. 2005). Designers in the
Page 574 and 575:
Höök M. and Stehn L. (2008), “A
Page 576 and 577:
Performance Indicators of the Compa
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products.A system of indicators can
Page 580 and 581:
In general it was possible to ident
Page 582 and 583:
e-mailing the results;weekly issue
Page 584 and 585:
Chart 1: Objectives, goals and indi
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elating to the performance indicato
Page 588 and 589:
Management Processes Standardizatio
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following stages, as most frequentl
Page 592 and 593:
3.3 Best practicesProject life cycl
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Integrated process map is a matrix
Page 596 and 597:
ReferencesPMI (2008) A Guide to the
Page 598 and 599:
Improving Construction Design and P
Page 600 and 601:
Problems in project delivery often
Page 602 and 603:
By analogy with manufacturing conce
Page 604 and 605:
2.3. Design of the production syste
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vious experience of joint work. It
Page 608 and 609:
Ronen, B. 1992, "The complete kit c
Page 610 and 611:
1. IntroductionIn the second part o
Page 612 and 613:
In the realization of the total inc
Page 614 and 615:
Furthermore, this paper will presen
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89Our company is investingenough in
Page 618 and 619:
Design-Bid-Build versus Design-Buil
Page 620 and 621:
Kumaraswamy and Dissanayaka (Kumara
Page 622 and 623:
2.5 Selection methodologiesIf a cli
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2. Procurement system4. The project
Page 626 and 627:
questions in which experts were ask
Page 628 and 629:
5.1.13 Product complexity10 experts
Page 630 and 631:
ReferencesChan, A.P.C. et al. (2002
Page 632 and 633:
1. InstructionUnlike the majority o
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2.2.1 The dimension of timeThe time
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slightly higher. The most common ex
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HRMFinanceRiskSafetySchedulingQuali
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Success of0.99ConstructionCOmpanyeT
Page 642 and 643:
The dimension of time is comparativ
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Cooperation in Project Alliancing:
Page 646 and 647:
2003).Project alliancing is used to
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main contractor relationship in the
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In the context of construction, pro
Page 652 and 653:
In construction management, the per
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The Delphi method may also be used
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Ross J, (1999) “Project Alliancin
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1. IntroductionIt is becoming incre
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4. Seven wastesAccording to Ohno se
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4.5 Waste of unnecessary inventoryT
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In the Lean concept these inspectio
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health and safety of the work. Thes
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8.2.4 StandardiseThe establishment
Page 670 and 671:
its design supports workflows and v
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Investigating the Adaptability of R
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2004). Many government organisation
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3.3.3 Mutually agreed risk-reward p
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Table 1 gives the years of experien
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degrees of agreement to the stateme
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All project parties are held jointl
Page 684 and 685:
International Council for Research
Page 686 and 687:
DISCLAIMERAll rights reserved. No p
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