Search results

The construction industry can be characterised as a sector of the economy that uses planning, design, construction, maintenance and repair, and operation to transform various resources into physical facilities in both developed and developing countries. Residential and non-residential structures, as well as heavy construction, are among the types of public and private facilities built, and these physical facilities play an important and visible part in the development process. Major participants in the construction industry include the design team (architects, engineers and quantity surveyors), management consultants, general contractors, heavy construction contractors, special trade contractors or subcontractors, and construction workers, as well as the owners, managers and users of the built facility. Building financing and insurance businesses, land developers, real estate agents and material and machinery suppliers and distributors, to name a few, are all involved in construction, yet they are categorised as independent but connected industries. Cost is a major factor that affects and determine the choice and engagement of these processes and stakeholders, and the same has been a measure of project success from the time immemorial.

The chapter aims to discuss the social housing history and urban renewal experiences in Turkey while pointing out similarities to and variegations from the urban policy trends in the global north in the postwar era. To carry out these discussions, the chapter focuses on the Karapınar Project in Eskişehir.

The chapter is built on an anthropological case study and a self-funded video documentary research that includes insights from local inhabitants, projects’ authorities, urban experts, and planners in order to show contesting claims and views about the renewal, new housing conditions, and economic consequences.

The Karapınar Renewal Project is a Mass Housing Administration (TOKİ) project which claimed to be a ‘welfare oriented’, ‘renewal on-site’, ‘social housing project’ aiming to turn gecekondu – squatter settlements – into a healthy neighborhood. Yet, these claims fail to meet their promises and only appear to mask the actual rent-seeking motivations of the project.

The chapter shows that large economic profits of the authorities create a significant contrast with economic burdens and dispossessions of the poor residents. The locals’ fears about the payments and concerns about changing living conditions are in sharp contradiction with the welfare claims of the state institutions.

The Karapınar Project uses the concepts of ‘social housing’ and ‘welfare state’ which are normally associated with policies of social democratic ideology. Yet, when looking into the reality, it becomes clear that the Karapınar Project shifted the meanings of these concepts and utilized them to create a space for legitimacy.

Forming a project organization is, in our opinion, the most essential characteristic of the project-working mode. A project task calls for contribution from several parties, e.g., user representatives with knowledge of the application situation, specialists with professional knowledge and experience, and management that can provide the overall support and position the project strategically. Cooperation across professional areas and organizational units is required.

A project organization should be designed in view of the project task. In this chapter, we present and discuss a basic pattern of a project organization consisting of three generic parts: a decision, a management, and a working part. The specific appointments to these parts will depend on questions and issues related to four aspects: professional contribution, management contribution, anchoring of the project results, and influence (where should stakeholders’ influence and involvement be dealt with).

The chapter discusses adjustment of the project organization as the project comes along. We also discuss organizational issues when there are several independent partners, e.g., joint ventures and partnering.

The challenges confronting the Nigerian construction industry which led to the adoption of supply chain management (SCM) practice were evaluated in this chapter. It was discovered that the Nigerian construction industry is confronted with fragmentation and poor information management. The stakeholders within the Nigerian construction industry proposed the adoption of SCM to overcome the fragmentation and other shenanigans facing the industry. This chapter revealed that construction supply chain (CSC) practices within the Nigerian construction industry focus on waste elimination by adopting the lean concept. The focus on the lean concept could be attributed to the numerous research related to lean or the enormous waste emanating from the Nigerian construction industry. Regardless of the emphasis on lean, the Nigerian CSC is still confronted with fragmentation and heavy waste generation. Thus, this chapter proposed the adoption of principles and technologies driven by the fourth industrial revolution (4IR) is a paradigm shift for the management of CSC in the country. It was discovered in this chapter that Nigerian construction supply stakeholders had not embraced the technologies and principles of the 4IR. The failure to adopt the technologies driven by the 4IR is attributed to the absence of a CSC model that depicts the management of CSC in alignment with the 4IR. This chapter called for developing a SCM model for the Nigerian construction industry in tandem with the principles and technologies of the 4IR.