| 1. |
- Larsson, Bengt, 1943-, et al.
(författare)
-
Component manufacturers’ perceptions of managing innovation
- 2006
-
Ingår i: Building Research & Information. - London : Informa UK Limited. - 0961-3218 .- 1466-4321. ; 34:6, s. 552-564
-
Tidskriftsartikel (refereegranskat)abstract
- The aim of this research is to understand component manufacturers' perception of their role in the innovation process. The role of the component manufacturer is different to other construction sector actors because they are product- not project-orientated. Base information was taken from part of a large benchmarking study conducted in Sweden. This helped to identify a small number of established component manufacturers located in a large geographical area of Sweden suitable for further investigation. Information about ten manufacturers was collected and interviews were conducted with their managing directors. The interviews revealed considerable variation in the manufacturers' perception of their position in the innovation process, their approach to new product development and interaction with their customers. Manufacturers were then graded according to their benchmarking and innovation procedures, which helped to illustrate a link between communication and information-sharing practices, benchmarking and innovation. The main findings are that the more innovative companies use information and benchmarking activities to their benefit. The more innovative companies have established a balance between innovations in process and product, have a clear direction from their managing director, and engage in regular communication with their customers.
|
|
| 2. |
- Sundqvist, Jan, 1949-, et al.
(författare)
-
Cooperation in the building sector between building-material manufacturers and contractors to develop products
- 2007
-
Ingår i: Australian Journal of Construction Economics and Building. - 1837-9133. ; 7:2, s. 45-53
-
Tidskriftsartikel (refereegranskat)abstract
- The Australian Construction Industry is now facing skills shortages in all trades. As an industry focused on the skill of its workforce, there is now concern the Australian standard in quality, workmanship, and productivity will inhibit both at national and international level.This research paper addresses the underlying, influential factors concerning skills shortages in the Australian construction industry. The influential factors addressed include funding, training statistics, employer expectations, financial limitations, Industrial Relations and immigration. Given the reference to skills shortages within the industry, and documented in related literature, if skills shortages are to continue to exist, their effect will impact upon the overall performance of construction companies throughout Australia.
|
|
| 3. |
|
|
| 4. |
- Sundqvist, Jan, 1949-
(författare)
-
From focus on price to the pyramid of innovation, information, cooperation, value and trust : A success story of five Swedish building material manufacturers
- 2008
-
Ingår i: Australian Journal of Construction Economics & Building. ; 8:2, s. 11-22
-
Tidskriftsartikel (refereegranskat)abstract
- This is a reprint from vol 8 no 2 which has not previously beeen available electronically.In the building sector, value for the customer, is often regarded as being value for money and this, in turn, is achieved by means of competitive tendering. However, there are companies that also focus on innovation as a competitive parameter in their contribution; hereafter referred to as innovative companies. Five managing directors from innovative companies in Sweden were interviewed about how innovation is dealt with in their respective companies. As well as the importance of information, this study points to two additional important factors for innovation, namely cooperation with a carefully chosen partner and the transference of values to the employees. Those innovative companies made careful choices and use means of information, cooperation, value and vision to create innovation in order to build trust for the company and for its products and services.
|
|
| 5. |
|
|
