The construction industry is notorious for its (lack of) innovativeness. Many papers, reports
and articles have been written on this subject already for more than three decades.
The explanations presented can be summarized by such terms as fragmentation,
segmentation and segregation when referring to the industries’ structure and by qualifications
such as opportunistic, hostile, antagonistic and conflictive when referring to its
culture. In this paper it is argued that the main reason for the innovation status quo is
the fact that the construction industry, when compared to other industries, lacks real
producers- producers who develop products and compete with each other in terms of
these products. It is particularly this kind of competition which is identified as a source
to stimulate innovation. In construction, production capabilities are tested on the market
and not product capabilities. As a result, design decisions are not tested on the market.
It is this flaw which is examined in this paper, and possible improvements are suggested.
Endurable strategic alliances, as quasi-firms, are proposed as the equivalent of
producers. Essential herein is the pivotal position of design. An organizational innovation
as such could change the way business is done in the construction industry. It
would alter its structure as well as its culture.
|Title of host publication||Procurement - a Key to Innovation, CIB Proceeding, Int. Symposium of Commission W92, Publication 203. 20-23 May. Davidson, C.H. & T.A. Meguid (eds.),|
|Place of Publication||Universite de Montreal, Montreal, Canada|
|Number of pages||10|
|Publication status||Published - 1 Jul 1997|
|Event||procurement – a key to innovation" CIB proceeding publication 203 1997 conference W92 - |
Duration: 1 Jan 1997 → 1 Jan 1997
|Name||CIB proceeding publication 203|
|Conference||procurement – a key to innovation" CIB proceeding publication 203 1997 conference W92|
|Period||1/01/97 → 1/01/97|