This book investigates best practice across sectors of the economy
and their transfers into the context of construction. It examines
the development and diffusion of innovation to address adversarial
relationships, and the fragmented processes and lack of customer
focus, which still characterises much of the industry. It explains
how construction must respond to the raft of new management
processes expounded throughout the last decade systematically in a
bid to acheive a more appropriate approach for business innovation
in construction. Through a number of practical case studies, the
authors demonstrate how steps towards innovation through management
systems and processes are applicable in key organizations involved
in the construction process.
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