Smyth, H;
(2004)
Competencies for Improving Construction Performance: theories and practice for developing capacity.
International Journal of Construction Management
, 4
(1)
pp. 46-51.
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Abstract
The focus on improving construction performance has been narrow in many nations using partnering,leanness and supply chain management. This paper asks three practical construction related questionsconcerning reinventing the wheel across projects, blame culture and continuity of service. In addressingthese practical issues, three theories are engaged: organisational learning, emotional intelligence andrelationship management. The solutions are enhanced through applying the concepts and, indeed, thereis synergy between the concepts. The solutions require investment for the expected return, the theoreticalsynergy maximising the benefits from the investment. It is argued that such an approach has as much, ifnot more chance, to yield improvement in construction. The starting point are issues faced in constructionand theory is induced through addressing the problems, rather than starting with concepts applied inother sectors and then trying to squeeze them into the construction context.
Type: | Article |
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Title: | Competencies for Improving Construction Performance: theories and practice for developing capacity |
Open access status: | An open access version is available from UCL Discovery |
Additional information: | Imported via OAI, 7:29:01 10th May 2006 |
UCL classification: | UCL UCL > Provost and Vice Provost Offices UCL > Provost and Vice Provost Offices > UCL BEAMS UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of the Built Environment UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of the Built Environment > The Bartlett Sch of Const and Proj Mgt |
URI: | https://discovery.ucl.ac.uk/id/eprint/1838 |
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