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Ebenezer Essilfie-Baiden Abstract The characteristics of the construction industry have often been observed and criticised, some even questioned whether construction is actually an industry (Groák, 1994). “Is construction an industry? Note towards a greater analytical emphasis on external linkages.” Construction Management and Economics 12, 287-293), or rather a “loosely coupled system” of projects Dubois, A. and Gadde, L.E. (2002). “The construction industry as a loosely coupled system: implications for productivity and innovation.” Construction Management and Economics 20, 621-631. Construction projects have been described as coalitions of firms; a number of independent firms coming together for the purpose of undertaking a single construction project and that coalition of firms having to work as if it were a single firm, for the purposes of the project’ Winch, G.M. (1989). “The construction firm and the construction project: a transaction cost approach.” Construction Management and Economics 7, 331-345. Alternatively, the parties involved in construction projects have been interpreted as organisational units joining and operating together as a single production organisation when it is advantageous; a temporary multiple organisation; or a “quasi-firm” Eccles, R.G. et al (1981). |
Keywords: Project Misalignment, Overall Project Performance, Total Quality Management Model
