Pellicer, E; Yepes, V; Correa, C L and Alarcón, L F (2014) Model for systematic innovation in construction companies. Journal of Construction Engineering and Management, 140(4): B4014001, ISSN 0733-9364
Abstract
The reasons that drive construction companies to innovate, as well as the processes they use, have not yet been fully explored in the construction management literature. This paper describes the "hows" and "whys" behind the push for innovation in a construction company. The research method is founded on the validation of a model developed by a case study; this is focused on a medium-sized construction company which implemented and certified an innovation management system, as established by a Spanish standard. The studies conducted by the authors over a five-year period generated a set of 18 propositions reflecting an explanatory model of innovation management. This paper reports on the external validation of this model by means of a set of interviews; the results fully corroborate 15 of these propositions. The strongest drivers of innovation in construction companies are technical problems in construction projects, client requirements, and upper management. Innovation opportunities are identified as a result of examination of the internal processes of the company, the construction projects, and the environment. Identifying, developing, and transferring an innovative solution require the implementation of technological watch and knowledge management in the organization. Finally, the research concludes that the main benefit of innovation management is an increase in the company's technical capability, whereas the two main barriers to innovation are the prioritization of production processes and the lack of support from the leaders of the company.
| Item Type: | Article |
|---|---|
| Index terms: | interview, construction company, production process, construction project, validation, innovation management, knowledge management, case study, client requirements, implementation |
| Subjects: | contractual arrangements, data collection methods, organization, innovation studies, manufacturing engineering, production management, professional development |
| Topics: | Procurement, Business Strategy, Information Management, Engineering Principles, Project Management, Research Practice |
| Descriptive scope: | 3 PCE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here