Innovation in construction – before the curtain goes up

Abstract

Purpose

This paper aims to present an overview of innovation in the construction sector, its forms, its inherent pitfalls and difficulties, and some underlying reasons for them. The familiar distinction between technical and organisational innovation is inapplicable in the fragmented construction industry.

Design/methodology/approach

This paper is based on systematic observation, accompanying many years' hands-on experience.

Findings

The processes of innovation in construction require that the innovator (possibly starting from a narrow idea or opportunity) broaden his/her view to take into account the impacts of the intended innovation on the priorities of other stakeholders, in an iterative process. In other words, orchestrated organisational changes must accompany – if not precede – technical innovation.

Research limitations/implications

This paper specifically describes the processes and constraints of innovation in the context of the construction sector.

Practical implications

Failure to take into account the dual obligation to innovate simultaneously on the organisational and technical fronts will lead to yet one more failed attempt. Such a failure represents a waste of time and effort, and a missed opportunity to contribute to improved construction.

Originality/value

This paper is based on a uniquely broad experience-based view of innovation, covering a period of more than five decades; this feedback from experience can help innovators directly and provide evidence for subsequent research.

Citation

Davidson, C. (2013), "Innovation in construction – before the curtain goes up", Construction Innovation, Vol. 13 No. 4, pp. 344-351. https://doi.org/10.1108/CI-02-2013-0007