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This two-volume set comprises the proceedings of the 2002 symposium concerned with innovation in the construction industry and global competition. Approximately 115 papers address topics ranging from business improvement to the impact of innovation on the built environment; and globalization and competitiveness.
Construction productivity-how well, how quickly, and at what cost buildings and infrastructure can be constructed-directly affects prices for homes and consumer goods and the robustness of the national economy. Industry analysts differ on whether construction industry productivity is improving or declining. Still, advances in available and emerging technologies offer significant opportunities to improve construction efficiency substantially in the 21st century and to help meet other national challenges, such as environmental sustainability. Advancing the Competitiveness and Efficiency of the U.S. Construction Industry identifies five interrelated activities that could significantly improve the quality, timeliness, cost-effectiveness, and sustainability of construction projects. These activities include widespread deployment and use of interoperable technology applications; improved job-site efficiency through more effective interfacing of people, processes, materials, equipment, and information; greater use of prefabrication, preassembly, modularization, and off-site fabrication techniques and processes; innovative, widespread use of demonstration installations; and effective performance measurement to drive efficiency and support innovation. The book recommends that the National Institute of Standards and Technology work with industry leaders to develop a collaborative strategy to fully implement and deploy the five activities
Global Competitiveness is a combination of concepts, case studies and practical ways on how to achieve and enhance competitiveness in any organisation. Achieving and enhancing competitiveness will lead companies to achieve high level of excellence. The book attempts to answer the 'What, who, when, and how' of Excellence, i.e. 'what' is excellence, 'who' are considered as excellent companies, 'when' a company is prepared to use tools/ frameworks and models to achieve excellence, 'how' strategic competitiveness can be enhanced using one of the most widely used tools, viz., Benchmarking. Business cases from across the globe of different industries have been used to demonstrate how companies have achieved competitiveness and thus enhanced their long-term competitive advantage to become excellent companies. The book has three parts, viz., concepts, business cases and tool for competitiveness. Competitiveness has been widely used in companies, but the understanding of the concept is not consistent across industry and academia. For instance, there are many models and frameworks across the globe, which generally companies use for evaluating and enhancing their competitiveness. Companies often tend to get drifted into the ocean of various models and frameworks and on one fine day adopt a model or framework, only to repent after few quarters or years, as the case may be. It follows what is called 'operation successful, but patient died' syndrome. Although all are good, the judgment of applying 'which' model/ framework and 'when' is very critical. This book throws light on how to choose and not choose various models and frameworks, which generally depends on the company's maturity level, context, and most importantly inherent culture of the company. This book has been designed in a way that it will help a reader to first understand the concept of competitiveness, get an idea of what companies have been doing across the globe to become competitive and then how it can use tools such as benchmarking and other models/ frameworks to build and enhance their own competitiveness. It has been written in a very simple language so that it can be easily read and applied as also can serve as a direction for prompting future thought processes in companies in their journey towards excellence.
This book takes a pragmatic approach to develop the competitive advantage of indigenous construction firms in the Global South, using Ghana as a case study. It provides readers with two major practical insights. The first focuses on the theoretical underpinning of firms’ competitive advantage and develops a competitive advantage model for indigenous construction firms. This competitive advantage conceptual framework aids in explaining the main and sub-attributes underpinning the competitive advantage of indigenous construction firms as well as providing the basis for assessing a firm’s competitiveness. Secondly, it highlights and addresses theoretical gaps in existing competitive advantage studies deemed essential for indigenous construction firms. Finally, a detailed two-stage Delphi study in the Ghanaian construction industry is presented as a case study. The book is therefore of interest to researchers in construction management, strategic management, civil engineering, business administration, marketing, entrepreneurial and economic studies. It is an essential manual for owners and managers of construction businesses. It is also useful for government departments and non-governmental agencies seeking innovative ways to develop the capacity of indigenous firms and/or contractors to make them more responsive to competitive bidding scenarios, delivery of projects, and satisfying the needs of the industry’s stakeholders.