Client demand is one of the main drivers of innovation in construction projects. Indeed, it is widely accepted that construction clients can play a fundamental role in promoting construction innovation (Seaden and Manseau, 2001; Barlow, 2000; Gann and Salter, 2000; Nam and Tatum, 1997; Kumaraswamy and Dulaimi, 2001). Indeed, the enormous capacity of clients to exert influence towards innovation is well accepted to the extent that that ‘current policy in the UK identifies the experienced client as the main institutional leader in stimulating construction innovation’ (Winch, 1998, pp. 276). Nam and Tatum (1992a) explored the innovations adopted in ten construction projects in the United States and concluded that innovations were stimulated by an innovation demanding market. Pries and Janszen (1995) reviewed the innovative characteristics of the Dutch construction industry from 1945 to 1995 and argued that, while some organisational strategies in the construction industry were traditionally technology oriented, these strategies changed because of the market forces driving innovation. Arditi et al. (1997) studied the innovation rate in construction equipment in the United States over a period of 30 years and concluded that the innovation rate increased as a result of market forces. Miozzo and Dewick (2002) explored the development of strategic innovations by the largest contractors in Germany, Sweden, Denmark, France, and the United Kingdom. One of their main findings was that governments were able to stimulate innovation by guaranteeing markets for innovative products and services. Seaden and Manseau (2001) analysed the national policies of 15 countries in Europe, North and South America, South Africa, and Japan towards innovation in...
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...ocurement policies can be designed to encourage the application of certain technologies, products or services to stimulate the market in a particular industry. Second, contracts may be arranged to ensure that innovation is a key element in the tendering procedure (Edler and Georghiou, 2007). According to Hill and Collins (2004), Government commitment to purchasing environmental technologies on a significant scale for new public buildings would help release investment and hence energise the innovation chain. Flagship public buildings are ideal sites for the Government to showcase its commitment to innovation, and for contractors to benefit from first-mover advantage by demonstrating their capabilities (Hill and Collins, 2004). Therefore, Local Authorities commitment to procuring sustainable energy solutions is vital in driving innovative sustainable energy designs.
the ProjectCo, the Local Authority and Schools, enabling better identification of sustainable energy requirement. Indeed, several studies highlighted the Contribution of clients and users to the Innovation Process. Gardiner and Rothwell (1985) point out the role of the customer in aircraft and agricultural machinery innovation and went as far as claiming that the customer should be a full ‘partner’ in the design process. According to them ‘tough customers’ stimulate superior designs (Gardiner and
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BHP Billiton is a global leader in mining and resource companies with around 100,000 employees in over 25 countries worldwide.BHP was founded in 1885 as the broken hill proprietary company having three main operations such as minerals, petroleum and steel. In case of minerals and petroleum market it includes the production of iron ore, copper, nickel, silver, diamonds, oil and gas and other natural resource. It also produces other services like transport and logistics, corporate services, strategy
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