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Journal of Construction Engineering and Management / Volume 133 / Issue 5 / TECHNICAL PAPERS / Organizational Issues

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Building Constructive Innovation Networks: Role of Relationship Management

J. Constr. Eng. Manage. 133, 364 (2007); http://dx.doi.org/10.1061/(ASCE)0733-9364(2007)133:5(364) (10 pages)

Robyn Keast1 and Keith Hampson2

1Senior Lecturer, School of Managment, Queensland Univ. of Technology, GPO Box 2434, Brisbane Qld 4001, Australia. E-mail: rl.keast@qut.edu.au
2Chief Executive Officer, Cooperative Research Centre for Construction Innovation, Queensland Univ. of Technology, GPO Box 2434, Brisbane Qld 4001, Australia. E-mail: k.hampson@construction-innovation.info

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(Submitted 19 July 2005; accepted 19 December 2006)

In response to the growing demands for innovation, networked arrangements that draw together and synthesize the knowledge resources of multiple organizations and sectors have come to the fore-front within the construction arena. Because they are based on a relational governance principal, these new arrangements require management strategies and techniques that may not be synonymous with conventional approaches. Drawing on the Cooperative Research Centre for Construction Innovation as an example of an interorganizational innovation network, this case study examines its formation and operation to determine the role that relational governance plays in these new arrangements and to provide insights into the relationship-based management strategies employed. The case study indicates that although a mix of governance modes supplements the relational approach, network management remains a critical, if often overlooked, function. Based on the findings, a preliminary relationship management framework is presented as well as some key lessons for those responsible for the architecture, operation, and administration of these innovation networks.

© 2007 ASCE

Article Outline

  1. Interorganizational Innovation Networks in Construction
  2. Study Objectives
    1. Examining Governance and Management Modes
  3. Research Methodology
  4. The Case of the Cooperative Research Centre for Construction Innovation
  5. Governance and Management within the CRC CI
  6. CRC CI Relationships and the New Management Imperative
  7. Network Management Strategies and Tasks
    1. Activating
    2. Framing
    3. Mobilizing
    4. Synthesizing
  8. Reflecting on Findings
  9. Lessons and Conclusions

KEYWORDS

ASCE SUBJECT HEADINGS

Construction management, Innovation, Australia

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ARTICLE DATA

Digital Object Identifier
http://dx.doi.org/10.1061/(ASCE)0733-9364(2007)133:5(364)

PUBLICATION DATA

ISSN

0733-9364 (print)  
1943-7862 (online)

Publisher

ASCE

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