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Client leadership capacity on international projects : exploring the client's complex decision-making environment through a critical cultural political economy lens

Siva, Jessica and London, Kerry 2010, Client leadership capacity on international projects : exploring the client's complex decision-making environment through a critical cultural political economy lens, in Proceedings of the 6th International Conference on Multi-National Joint Ventures for Construction Works : Towards New Paradigm of Partnership for the Increasingly Global Construction Markets, [Kyoto University], [Kyoto, Japan], pp. 169-181.

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Title Client leadership capacity on international projects : exploring the client's complex decision-making environment through a critical cultural political economy lens
Author(s) Siva, Jessica
London, Kerry
Conference name International Conference on Multi-National Joint Ventures for Construction Works (6th : Kyoto : Japan)
Conference location Kyoto, Japan
Conference dates 22-23 Sept. 2010
Title of proceedings Proceedings of the 6th International Conference on Multi-National Joint Ventures for Construction Works : Towards New Paradigm of Partnership for the Increasingly Global Construction Markets
Editor(s) Kobayashi, Kiyoshi
Khairuddin, Abdul Rashid
Onishi, Masamitsu
Shi, Lei
Publication date 2010
Conference series International Conference on Multi-National Joint Ventures for Construction Works
Start page 169
End page 181
Publisher [Kyoto University]
Place of publication [Kyoto, Japan]
Keyword(s) international client leadership
cultural political economy
Summary The global construction environment offers stakeholders a range of opportunities but is characterised by a high level of risks and uncertainty. Internationalisation is a relatively new field of research in the AEC sector and past research has largely focused on explaining the behaviour of the industry itself. To date there has been little research investigating the client's leadership role. Much effort has been placed on positioning clients towards overall industry performance improvement, however, with little emphasis on the client's capacity to undertake their role. Clients establish the decision-making environment through key early critical decisions including procurement strategy and team membership. To a large extent they establish a unique culture that project team members need to work within and make decisions, which is the social and cultural embedding of the economic activities on projects. This theoretical paper is positioned within a PhD study which undertakes a cultural political economy perspective to investigate the client's central role in setting the boundaries within which decisions affecting budgets, quality, design, project organisational structure and team membership throughout the project lifecycle come to be made. A conceptual model for client leadership on international projects is developed based upon two contextual indicators which seeks to describe and explain the economic decisions clients make, which are deeply embedded in social relationships, shared meanings and cultural norms and the associated power and influence clients have on the political economy of international design and construction practice. This paper also seeks to develop a research question for future empirical testing.
Language eng
Field of Research 120105 Architecture Management
Socio Economic Objective 870201 Civil Construction Design
HERDC Research category E1 Full written paper - refereed
HERDC collection year 2010
Persistent URL http://hdl.handle.net/10536/DRO/DU:30033601

Document type: Conference Paper
Collection: School of Architecture and Built Environment
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Created: Tue, 22 Mar 2011, 12:21:34 EST by April Wallbank

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