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Article
Publication date: 1 January 2006

Ani B. Raidén and Andrew R.J. Dainty

The concept of the learning organisation (LO) is associated with an advanced approach to human resource development (HRD) characterised by an ethos of self‐responsibility and…

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Abstract

Purpose

The concept of the learning organisation (LO) is associated with an advanced approach to human resource development (HRD) characterised by an ethos of self‐responsibility and self‐development. The learning climate that this engenders is supported by temporary organisational structures responsive to environmental change. The purpose of his paper is to present case study research of the HRD strategy, policy and practice of a large UK‐based construction contractor in relation to the concept of LO.

Design/methodology/approach

Empirical data for the examination of the “chaordic” LO were drawn from recent doctoral research that investigated a large UK‐based construction contractor's strategic human resource management practices.

Findings

The analysis suggests that the organisational project‐based structure and informal culture combine to form a “chaordic LO”. A “chaordic enterprise” comprises a complex organisation that operates in a non‐linear dynamic environment. However, it appears that this approach has evolved unintentionally rather than as a result of targeted strategic human resource management (SHRM) policies, which in turn reflects a genuine commitment to advanced HRD.

Originality/value

The findings render previous assertions that the industry fails to invest in its employees highly questionable. They suggest a need for further research to reveal how such approaches can be captured in replicate in the future.

Details

The Learning Organization, vol. 13 no. 1
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 February 2004

Andrew R.J. Dainty, Ani B. Raiden and Richard H. Neale

The past 20 years have seen a period of fundamental change for many construction businesses as they have restructured, downsized, de‐layered, merged and de‐merged to survive…

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Abstract

The past 20 years have seen a period of fundamental change for many construction businesses as they have restructured, downsized, de‐layered, merged and de‐merged to survive turbulent markets and rapidly changing demand cycles. Such change places significant new pressures, challenges and constraints on the employer/employee relationship. This paper argues that these changes are likely to have reconstituted employee expectations of the less formal aspects of the employment relationship, known collectively as the psychological contract. Explores this inductive research which examines the psychological contract of 30 construction project managers.

Details

Engineering, Construction and Architectural Management, vol. 11 no. 1
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 9 April 2018

Azlan Shah Ali, Nur Farhana Azmi and Timothy Kurannen Baaki

Refurbishment is inherently more sustainable than building new. However, planned and actual costs of refurbishment projects are bound to vary due to the complex nature of most…

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Abstract

Purpose

Refurbishment is inherently more sustainable than building new. However, planned and actual costs of refurbishment projects are bound to vary due to the complex nature of most such projects. This can affect the performance of refurbishment work. The purpose of this paper is to examine factors responsible for elemental cost variations between the actual and planned costs of refurbishment projects. The study also examines factors that contribute to differences in actual and planned cost between refurbishment and new build projects.

Design/methodology/approach

A quantitative approach was adopted for this study. A literature review identified factors responsible for elemental cost variations in refurbishment projects, as well as factors responsible for differences in actual and planned cost of new build and refurbishment projects. This was followed by a questionnaire survey of refurbishment projects across Malaysia. A total of 55 respondents provided input through a questionnaire survey to identify these factors.

Findings

This study demonstrates that procurement strategy (PS), inappropriate contractors (IC), poor project management (PPM), availability of funding, materials and equipment, and force majeure (FM) significantly affect refurbishment cost performance. Electrical installations, firefighting equipment, and painting were the building elements most affected by cost variations. A regression model for refurbishment cost prediction indicates that PS, IC, PPM, availability of funding, materials and equipment, and FM were significant predictors of building refurbishment cost performance.

Originality/value

This paper provides insight into the major factors affecting elemental cost variation of refurbishment works, as well as building elements most affected by cost variations and provides a model for predicting refurbishment cost performance.

Details

International Journal of Building Pathology and Adaptation, vol. 36 no. 1
Type: Research Article
ISSN: 2398-4708

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