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Loose couplings within a network are thought to inhibit learning and innovation as evidenced in the construction industry characterised by its loose couplings in the permanent network and tight (but albeit short-lived) couplings at the level of individual projects. In this paper, the authors explore the practice of novation, a method employed within the construction industry of ensuring cognitive consistency and learning within the temporary project network by retaining the services of key actors (such as architects and engineers) at different phases of a construction project.
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