There have been numerous studies carried out to define a framework for the successful management of innovation in the construction process. Such studies have addressed the procurement process as a whole from concept to completion. However, there has been less consideration given to the impact of the individual stages of the procurement process and their effect on the management of an innovation. It is conjectured that how an innovation is managed at the particular stages of the procurement process may have a determinant bearing on the ability of the innovation to sustain the duration of the construction project. The primary objective of this chapter is to develop a methodology for effecting sustained innovation in the construction procurement process. The methodology represents a triplication framework encompassing a three-stage process, using three case study groups to produce three levels of models. Each stage modifies and validates the next. The methodology is tested using a pilot study and is validated by drawing parallels with the existing established work of Eisenhardt (1989). The overall research for which the methodology is devised seeks to develop an Innovation Management Model (IMM) for sustaining innovation throughout the construction procurement process.
|Title of host publication||Clients Driving Construction Innovation: Moving Ideas into Practice|
|Place of Publication||Brisbane, Australia|
|Publisher||Cooperative Research Centre for Construction Innovation, Icon.Net Pty Ltd.|
|Publication status||Published - 2006|