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Article: Living up to the value agenda: The empirical realities of through-life value creation in construction

TitleLiving up to the value agenda: The empirical realities of through-life value creation in construction
Authors
KeywordsIntegrated solutions
Outsourcing
PFI
Servitization
Value
Issue Date2009
PublisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.asp
Citation
Construction Management And Economics, 2009, v. 27 n. 3, p. 271-285 How to Cite?
AbstractCurrent research agendas are increasingly encouraging the construction industry to operate on the basis of 'added value'. Such debates echo the established concept of 'high value manufacturing' and associated trends towards servitization. Within construction, the so-called 'value agenda' draws heavily from the notion of integrated solutions. This is held to be especially appropriate in the context of PFI projects. Also relevant is the concept of service-led projects whereby the project rationale is driven by the client's objectives for delivering an enhanced service to its own customers. Such ideas are contextualized by a consideration of broader trends of privatization and outsourcing within and across the construction industry's client base. The current emphasis on integrated solutions reflects long-term trends within privatized client organizations towards the outsourcing of asset management capabilities. However, such trends are by no means uniform or consistent. An in-depth case study of three operating divisions within a major construction company illustrates that firms are unlikely to reorientate their business in response to the 'value agenda'. In the case of PFI, the tendency has been to establish specialist units for the purposes of winning work. Meanwhile, institutionally embedded operating routines within the rest of the business remain broadly unaffected.
Persistent Identifierhttp://hdl.handle.net/10722/146359
ISSN
2015 SCImago Journal Rankings: 0.967
References

 

DC FieldValueLanguage
dc.contributor.authorLeiringer, Ren_HK
dc.contributor.authorGreen, SDen_HK
dc.contributor.authorRaja, JZen_HK
dc.date.accessioned2012-04-20T02:05:30Z-
dc.date.available2012-04-20T02:05:30Z-
dc.date.issued2009en_HK
dc.identifier.citationConstruction Management And Economics, 2009, v. 27 n. 3, p. 271-285en_HK
dc.identifier.issn0144-6193en_HK
dc.identifier.urihttp://hdl.handle.net/10722/146359-
dc.description.abstractCurrent research agendas are increasingly encouraging the construction industry to operate on the basis of 'added value'. Such debates echo the established concept of 'high value manufacturing' and associated trends towards servitization. Within construction, the so-called 'value agenda' draws heavily from the notion of integrated solutions. This is held to be especially appropriate in the context of PFI projects. Also relevant is the concept of service-led projects whereby the project rationale is driven by the client's objectives for delivering an enhanced service to its own customers. Such ideas are contextualized by a consideration of broader trends of privatization and outsourcing within and across the construction industry's client base. The current emphasis on integrated solutions reflects long-term trends within privatized client organizations towards the outsourcing of asset management capabilities. However, such trends are by no means uniform or consistent. An in-depth case study of three operating divisions within a major construction company illustrates that firms are unlikely to reorientate their business in response to the 'value agenda'. In the case of PFI, the tendency has been to establish specialist units for the purposes of winning work. Meanwhile, institutionally embedded operating routines within the rest of the business remain broadly unaffected.en_HK
dc.languageengen_US
dc.publisherRoutledge. The Journal's web site is located at http://www.tandf.co.uk/journals/titles/01446193.aspen_HK
dc.relation.ispartofConstruction Management and Economicsen_HK
dc.rightsThis is a pre-print version of the article: Leiringer, R., Green, S.D. and Raja, J.Z. (2009). Living up to the value agenda: the empirical realities of through-life value creation in construction. Construction Management and Economics, 27(3), 271-285. The article is available at: http://www.tandfonline.com.eproxy1.lib.hku.hk/doi/pdf/10.1080/01446190802699032-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectIntegrated solutionsen_HK
dc.subjectOutsourcingen_HK
dc.subjectPFIen_HK
dc.subjectServitizationen_HK
dc.subjectValueen_HK
dc.titleLiving up to the value agenda: The empirical realities of through-life value creation in constructionen_HK
dc.typeArticleen_HK
dc.identifier.emailLeiringer, R:roine.leiringer@chalmers.seen_HK
dc.identifier.authorityLeiringer, R=rp01592en_HK
dc.description.naturepreprinten_US
dc.identifier.doi10.1080/01446190802699032en_HK
dc.identifier.scopuseid_2-s2.0-67650306197en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-67650306197&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume27en_HK
dc.identifier.issue3en_HK
dc.identifier.spage271en_HK
dc.identifier.epage285en_HK
dc.identifier.eissn1466-433X-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridLeiringer, R=12753583200en_HK
dc.identifier.scopusauthoridGreen, SD=7403568413en_HK
dc.identifier.scopusauthoridRaja, JZ=27268024900en_HK
dc.identifier.citeulike4272874-

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