Enabling construction innovation : The role of a no-blame culture as a collaboration behavioural driver in project alliances Lloyd-walker, BM, Mills, Anthony and Walker, DHT 2014, Enabling construction innovation : The role of a no-blame culture as a collaboration behavioural driver in project alliances, Construction Management and Economics, vol. 32, no. 3, pp. 229-245, doi: 10.1080/01446193.2014.892629. Attached Files Name Description MIMEType Size Downloads Title Enabling construction innovation : The role of a no-blame culture as a collaboration behavioural driver in project alliances Author(s) Lloyd-walker, BM Mills, Anthony orcid.org/0000-0002-2223-1550 Walker, DHT Journal name Construction Management and Economics Volume number 32 Issue number 3 Start page 229 End page 245 Total pages 17 Publisher Routledge Place of publication Oxon, United Kingdom Publication date 2014 ISSN 0144-6193 1466-433X Keyword(s) Alliancing Australia innovation organizational behaviour organizational change Summary A no-blame culture is widely accepted as a collaboration driver yet we see surprisingly scant literature on the theoretical underpinnings for the construction and project management context. A no-blame culture in project alliances, as conducted in Australasia, promotes innovative thinking in action. Innovation is dependent upon collaboration and true collaboration is inextricably linked with behavioural drivers. Foremost of these is a culture of openness and willingness to share the pain and gain from experimentation, one that requires that collaborators be protected from the threat of being blamed and held accountable for experimental failure. The Australasian project alliance procurement form has a unique 'no-blame' behavioural contract clause that can result in the type of breakthrough thinking crucial in developing a collaborative culture where innovation can evolve through a process of trial and error. © 2014 Taylor & Francis. Language eng DOI 10.1080/01446193.2014.892629 Field of Research 120201 Building Construction Management and Project Planning 12 Built Environment And Design 09 Engineering 14 Economics Socio Economic Objective 870402 Commercial Construction Processes HERDC Research category C1 Refereed article in a scholarly journal ERA Research output type C Journal article Copyright notice ©2014, Routledge Persistent URL http://hdl.handle.net/10536/DRO/DU:30070691 Document type: Journal Article Collections: School of Architecture and Built Environment 2018 ERA Submission Related Links Link Description Connect to published version Go to link with your DU access privileges     Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Versions Version Filter Type Mon, 16 Mar 2015, 12:42:24 EST Mon, 16 Mar 2015, 14:33:59 EST Tue, 17 Mar 2015, 04:01:27 EST Tue, 17 Mar 2015, 05:11:27 EST Wed, 18 Mar 2015, 09:36:59 EST Wed, 18 Mar 2015, 09:38:55 EST Wed, 18 Mar 2015, 09:41:45 EST Thu, 25 Jan 2018, 11:35:13 EST Sat, 14 Apr 2018, 02:32:29 EST Filtered Full Citation counts:   Cited 30 times in TR Web of Science Cited 34 times in Scopus Search Google Scholar Access Statistics: 211 Abstract Views, 13 File Downloads  -  Detailed Statistics Created: Mon, 16 Mar 2015, 14:33:59 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.