Construction Innovation and Process Improvement by Akintola Akintoye, Jack Goulding, Girma Zawdie

By Akintola Akintoye, Jack Goulding, Girma Zawdie

This e-book units out the cutting edge practices which were brought from different industries and indicates how the development has learnt from those.

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Sample text

However, compared with firms in the manufacturing sector, construction firms, in general, have traditionally been slow in terms of innovation performance (Marosszeky, 1999). This raises questions about the structural and cultural characteristics of the construction industry – namely, the fragmentation of the industry along the supply chain, and the adversarial relations underlying activities within the industry. It also at the same time highlights the challenge for innovation and change management in construction.

Lewin (1958) explains the change process and the resistance to change envisaged thereof, as involving three steps. The first step in the process of changing behaviour associated with activities across the firm is to ‘unfreeze’ the existing situation. This ushers in the phase of transition, where movements take place with people having bought into the need for change. This stage examines the existing system to develop the new system through participatory approaches involving teamwork and active communication.

Single-loop learning (Argyris and Schon, 1978) occurs reflexively as errors are detected and corrected without challenging the assumptions underlying the organisation’s norms, procedures, policies and objectives. This particular mode of organisational learning is referred to as ‘lower level learning’ (Fiol and Lyles, 1985), ‘adaptive learning’ or learning by ‘copying’ (Senge, 1990a,b) and ‘non-strategic learning’ (Mason, 1993). , 1985; Argyris, 1990; 1992; 1994; 1996) occurs when, in addition to single-loop learning, the organisation’s existing norms, procedures, policies and goals are challenged and modified.

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