Construction Innovation and Process Improvement -- Contents -- Contributors -- Part I Theory and Practice -- Chapter 1 Construction Innovation and Process Improvement -- 1.1 Introduction -- 1.2 Innovation in Construction -- 1.3 Construction Innovation: Theory and Practice -- 1.4 Construction Innovation: Process Drivers -- 1.5 Construction Innovation: Future Technologies -- 1.6 Conclusion -- Chapter 2 Construction Innovation through Change Management -- 2.1 Introduction -- 2.2 The Innovation Process: Evolution as a Systemic Phenomenon -- 2.3 Role of Culture as Challenge for Change Management and Innovation -- 2.4 General Framework for Change Management -- 2.5 Innovation in Construction -- 2.6 Conclusion -- Chapter 3 Construction Innovation: Theory and Practice -- 3.1 Introduction -- 3.2 Definitional Debate on Innovation -- 3.3 Market-based, Resource-based and Balanced Perspectives on Innovation -- 3.4 Case Study of Innovation in a Small Construction Professional Service Firm -- 3.5 Conclusion -- Chapter 4 Culture and Innovation -- 4.1 Introduction -- 4.2 Culture and Construction -- 4.3 Culture and Innovation -- 4.4 Factors Affecting Innovation -- 4.5 Conclusion -- 4.6 Acknowledgements -- Chapter 5 Innovation, Technology and Knowledge Transfer for Sustainable Construction -- 5.1 Introduction -- 5.2 Innovation, Technology and Knowledge Transfer Practices -- 5.3 Innovation, Technology and Knowledge Transfer in Construction -- 5.4 The Construction Innovation System -- 5.5 Technological Regime in Construction -- 5.6 Opportunities, Appropriation and Cumulative Effect of Innovation -- 5.7 Managing Innovation for Sustainable Construction: The Dutch Case -- 5.8 Conclusion -- Chapter 6 Innovation and Value Delivery through Supply Chain Management -- 6.1 Introduction -- 6.2 Organisational Value -- 6.3 Value Generation and SCM.

6.4 Emerging Supply Chain Management Issues -- 6.5 Case Study of Supply Chain Management Triggering Total Business Transformation -- 6.6 Conclusion -- 6.7 Acknowledgements -- Part II Process Drivers -- Chapter 7 Strategic Management in Construction -- 7.1 Introduction -- 7.2 Construction Sector Dynamism and Drivers -- 7.3 Business Processes Redesign -- 7.4 Business Strategy -- 7.5 Business Performance Assessment -- 7.6 Strategy Development within Construction -- 7.7 Conclusion -- Chapter 8 Risk Management in Planning for Process Improvement -- 8.1 Introduction -- 8.2 Process Improvement -- 8.3 Planning for Process Improvement -- 8.4 Risk and its Management -- 8.5 Integrating Risk Management into Planning for Process Improvement -- 8.6 Conclusion -- Chapter 9 Modern Methods of Construction -- 9.1 Introduction -- 9.2 The Need for Change -- 9.3 Modern Methods of Construction -- 9.4 Open Building Manufacturing - ManuBuild Project -- 9.5 Offsite Production in the UK Construction Industry -- 9.6 Conclusion -- Chapter 10 Construction Innovation through Knowledge Management -- 10.1 Introduction -- 10.2 Knowledge and Knowledge Management - Context and Definition -- 10.3 Knowledge Management and Innovations in Project Based Environments -- 10.4 Managing Knowledge in Construction: Challenges Facing Project Based Organisations -- 10.5 Knowledge Management Strategy - Issues and Contexts -- 10.6 Knowledge Management Techniques and Technologies -- 10.7 Effective Knowledge Management Practices in Turbulent Economic and Market Conditions -- 10.8 Conclusion -- Chapter 11 Innovation through Collaborative Procurement Strategy and Practices -- 11.1 Introduction -- 11.2 Construction Procurement and the Procurement Cycle -- 11.3 Procurement Strategies -- 11.4 Conventional Procurement Methods -- 11.5 Collaborative Procurement or Innovation Procurement Methods.

11.6 Conclusion -- Chapter 12 Concurrent Engineering in Construction -- 12.1 Introduction -- 12.2 The Concept of Concurrent Engineering -- 12.3 Implementation of CE -- 12.4 Benefits of Concurrent Engineering -- 12.5 CE in Construction -- 12.6 Critical Enablers of CE Adoption in the Construction Industry -- 12.7 Overcoming Barriers to CE Adoption -- 12.8 Benefits of CE to the Construction Industry -- 12.9 Conclusion -- 12.10 Acknowledgement -- Chapter 13 Complexity Theory: Implications for the Built Environment -- 13.1 Introduction -- 13.2 Complexity Overview -- 13.3 Complexity in the Built Environment -- 13.4 Complexity in Organisations -- 13.5 Toolkits -- 13.6 Complex Innovation in Organisations -- 13.7 Conclusion -- Part III Future Technologies -- Chapter 14 Design Innovation: Advanced Visualisation Futures -- 14.1 Introduction -- 14.2 Design Innovation and Existing Visualisation Tools -- 14.3 Cognitive Approach to Design -- 14.4 Virtual Reality Interfaces within Conceptual Architectural Design -- 14.5 Technical Implications for Developing Tangible Virtual Reality Design Interfaces -- 14.6 Conclusion -- Chapter 15 Virtual Planning and Knowledge-based Decision Support -- 15.1 Introduction -- 15.2 The Complex Nature of Construction Projects -- 15.3 Construction Planning and Virtual Prototyping -- 15.4 Building Information Modelling -- 15.5 Interoperability and Industry Foundation Classes -- 15.6 Knowledge-based Decision Support for Virtual Prototyping -- 15.7 The Promotion of Innovation through Virtual Planning in Practice -- 15.8 Conclusion -- Chapter 16 E-readiness in Construction -- 16.1 Challenges Facing the Construction Industry -- 16.2 Business Dynamics and Technology -- 16.3 Building ICT Capability -- 16.4 Business Process and ICT -- 16.5 People and ICT -- 16.6 Business Process and Implementation -- 16.7 E-readiness.

16.8 Organisational E-readiness in Construction -- 16.9 Conclusion -- Chapter 17 Building Information Modelling -- 17.1 Introduction -- 17.2 Background -- 17.3 A Case Study on the Implementation of BIM -- 17.4 Building Information Modelling in the UK -- 17.5 Innovation through BIM -- 17.6 Conclusion -- Chapter 18 Industry Preparedness: Advanced Learning Paradigms for Exploitation -- 18.1 Introduction -- 18.2 Learning and Training Developments and Opportunities -- 18.3 Virtual Reality Systems -- 18.4 Case Study -- 18.5 Conclusion -- 18.6 Acknowledgements -- Index.