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This study aims to understand the impacts of the Minor Works Control System (MWCS) on the performance of minor works contractors following its implementation in 2011, and specifically the initiatives adopted by minor works contractors in response to the new building control regime. Suggestions are made for the further improvement of the MWCS. Like many Western countries and Asian counterparts, Hong Kong has recently implemented a new building control system (the MWCS), which aims to restructure the building proposal approval process and shift the responsibility for building control from the public to the private sector. The effectiveness of the MWCS has been strongly questioned by the industry and the public.

A mixed method including a questionnaire survey (quantitative) and focus group discussions (qualitative) was adopted to provide an initial evaluation of the impact of the MWCS on practitioners and the industry.

The results suggest that implementation of the new control system has helped increase safety awareness and the technical capacity of minor works contractors. Despite these benefits, registered contractors are encountering challenges under the MWCS, such as manpower arrangement problems and higher business operating costs. Initiatives that include maintaining a sound financial background, an adequate in-house supervisory staff and a safe working environment are considered critical by practitioners to maintain their competitive edge under the new control regime.

This study is one of the first studies in Hong Kong to evaluate the impact of the new building control system. The feedback and suggestions provided by the practitioners and experts during the research provide valuable insights for the government on how to provide support to practitioners under the MWCS to achieve a better built environment in Hong Kong.

Investigates how large, experienced clients of the UK construction industry arrive at their decision to build. Explores the pre‐project stage, which begins within the organisation’s strategic planning process and concludes once a proposal has either been abandoned or has become a fully‐funded project. This complex process is shown with the aid of three decision models, shown as figures, that add layers of detail and shows other options such as rent, buy, lease and no‐go decisions in the context of the decision to build. Provides an overview of the decision‐making process and its structure, before explaining what typically happens within the various stages. Explains how clients arrive at their decision to build before the construction industry becomes involved and how client organisations divide the decision‐making process among managerial roles; decision‐approvers, decision‐takers, decision‐shapers. Also explores how paradigms and perspectives set the priorities by which those responsible for developing and approving proposals are influenced.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

The responsibility for ensuring the safety and standard of building works in Hong Kong has long rested with the government. In 2003, the government proposed a new control regime to streamline the process of building proposal approval by allowing private‐sector practitioners to certify certain types of minor building works. The purpose of this paper is to consider the likely effectiveness of the proposed regime by examining the views of local building professionals.

Following an overview of the government's initiative in private certification of building works, a literature review is conducted to collate the collective views of the local professional institutions about the proposals. A total of 90 local architects, building surveyors and structural engineers in the private and public sectors are then interviewed using a structured questionnaire.

The proposed regime is generally perceived as having the capacity to speed up the process of building proposal approval whilst also improving overall standards of building performance in Hong Kong. Concerns are however expressed about the clarity of the definition of minor works, and about the level of professional competence of the private certifiers. The respondents also expressed further general concern over the adequacy of government support offered to the private certifiers under the proposed system.

Stakeholders of the proposed minor works regime are not confined to building professionals such as architects, engineers and building surveyors, but also include contractors and the general public as a whole. Owing to limited resources, only the views of the local building professionals are solicited.

The findings of this study provide valuable insights for public administrators into the design and subsequent operation of the new regime. They will also assist the Hong Kong Government in making more informed decisions about the future streamlining of the building control system without, at the same time, sacrificing the overall building safety of the city.

This is the first published study on the views of building professionals from different professional backgrounds on the proposed private certification regime.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

This paper reports on a field study of capital budgeting and strategy in 23 firms. The objectives of the study were two‐fold: first to develop a classification scheme for overall capital budgeting processes and second to relate the different types of capital budgeting to extant models of strategy. Based on our findings, there are three different types of capital budgeting processes: centralized, decentralized and integrated. In centralized capital budgeting, top management make all important strategic capital budgeting decisions. Operating managers simply “bid” on implementing projects selected by top management. In decentralized capital budgeting operating managers identify and initiate projects that are approved by top management based upon projected financial performance. Integrated capital budgeting has elements of both decentralized and centralized capital budgeting. We found the three types of capital budgeting to have a contingent relationship with Bartlett's (1986) typology of multinational strategy: global, multinational and transnational. Global firms choose to respond to pressures for integration and co‐ordination. Typically these firms are highly centralized and have standardized products which can be sold in multiple markets and produced in large‐scale facilities to take full advantage of economies of scale. Multinational firms, in response to pressure to accommodate regional markets through product specialization, operate in a number of highly differentiated markets with significantly dissimilar requirements. In pursuing economies of scope, these firms operate in a decentralized manner with national or regional managers making key strategic decisions. Transnational firms employ a complex structure that addresses the needs for both product differentiation and global integration. In our study, we found that global firms were more likely to have centralized capital budgeting, multinational firms to have decentralised capital budgeting and transnational firms to have integrated capital budgeting. Capital budgeting is one of the most important of management functions. Through capital budgeting decisions management determines the structural cost drivers of the firm and enacts the strategies that define the way in which a firm competes. Although there is an obvious link between strategy and capital budgeting, that link has not been made in either research or practice (Pinches, 1982). The need to understand the link between capital budgeting and strategy is especially evident in manufacturing firms that must continually invest in new technologies. In a review of some 150 articles on capital budgeting for new manufacturing technologies, Dimnik and Kudar (1991) found frequent criticism of current capital budgeting practices for failing to incorporate strategic issues. The most commonly proposed solution to this problem was to modify project evaluation and selection techniques by using multi‐attribute decision‐making models to quantify strategic issues. This response is typical of much of the literature on capital budgeting, which has traditionally focused on the technical issues of project evaluation and selection (Pinches, 1982). A more complete understanding of the relationship between the capital budgeting process and firm strategy will allow specific suggestions for improvement to be implemented. This paper reports on a field study of capital budgeting and strategy in 23 firms involved in a wide range of manufacturing activities. The objectives of the study were two‐fold: to develop a classification scheme for overall capital budgeting processes, and to relate the different types of capital budgeting to extant models of strategy. We found it necessary to develop a new classification scheme for capital budgeting because the standard model of capital budgeting does not explain practice (Dimnik, 1991). The traditional model of capital budgeting assumes that projects bubble‐up from operating managers for approval by top management and emphasizes the use of discounted cash flow methods of selecting projects. The bubble‐up assumption of capital budgeting can be traced to Bower (1970) and the pre‐occupation with discounted cash flow techniques to Dean (1951). Bower held that: [A] company's top management approves or rejects projects but has little direct influence on how they get defined or on which ones are pushed through the firm's lower levels of decision‐making to become claimants for top‐executive approval…Top management cannot keep the character and composition of the projects that rise for their approval from being coloured by structural context. However, top management can influence that structural context by means of the organization chart…and the measurement and reward system it employs (Caves, 1980, p.76). This bubble‐up assumption is implicit in most capital budgeting research and is incorporated in leading accounting and finance text‐books. For, example, Haka (1987) described the impact of rewards on the path that a “proposal follows from its originator in operations to its approval by top corporate executives”. Principles of Corporate Finance, Brealey et.al., stated that “most firms let project proposals bubble‐up from plants for review by division management, and from divisions for review by senior management”. Accounting: Text and Cases, Anthony and Reece stated that “as proposals for capital expenditures come up through the organization, they are screened at various levels. Only the sufficiently attractive ones flow up to the top and appear in the final capital expenditure budget”. Dean (1951) defined capital budgeting in economic terms and stressed that without systematic acceptance and rejection criteria, the capital budgeting decision has no solid foundation. He recognized that procedural and organizational issues were important in capital budgeting but defined the “problem” of capital budgeting as finding the answers to three questions: (1) How much money will be needed for the expenditures in the coming period? (2) How much money will be available? (3) How should the available money be doled out to candidate projects (p.555)? Dean emphasized discounted cash flow methods and this emphasis is adopted in leading accounting and finance text‐books and colours much of the academic research on capital budgeting (Pinches, 1982). It is especially evident in the many surveys of capital budgeting practices (Oblak and Helm, 1980; Bavishi, 1981; Stanley and Block, 1984; Woods et.al., 1985; Hodder, 1986; Kim, 1986; McLean, 1986; Baker, 1987; Klammer et.al., 1991). The bubble‐up, discounted cash flow model of capital budgeting is inadequate for explaining what is found in actual practice. For example, in a survey of 32 operating managers, Dimnik (1990) found that in some firms operating managers initiated capital budgeting proposals and were very conscious of financial criteria for project approval and aware of the impact of investment decisions on their measures of performance. In other firms, operating managers had little say in investment decisions and little knowledge of financial criteria applied to investment proposals. In these firms, analytical techniques such as discounted cash flow, when used at all, were used only by top management and their staff to justify their decisions. Based on these and other personal observations, we concluded that before we could offer insights into the relationship between capital budgeting and strategy, we had to first develop an understanding of capital budgeting that went beyond the traditional model. The remainder of the paper is organized as follows. In the next section, we define capital budgeting and briefly discuss various frameworks for analyzing strategy. Then we describe our field research and provide a general description of our findings. This is followed by a discussion of a new classification scheme for capital budgeting and the suggestion that capital budgeting is related to a firm's strategy for global competition. The paper ends with a discussion of the shortcomings of the study, the implications of our findings and some suggestions for future research.

The purpose of this paper is to extend the perspective provided by stage models and examine the wider contexts in which government service transformation occurs. Traditional stage models of e-government have been criticised as being too narrowly focussed suggesting that government services are transformed by information and communications technology (ICT) in a linear manner.

Government service transformation involves the interplay of a multitude of social and technical factors over time. We propose that an appreciation of the wider institutional, political and economic contexts is necessary and develop a framework of government service transformation in terms of the locus of context and focus of the change initiative. This framework is illustrated with reference to a case study of the transformation of the building approvals process in Singapore over two decades.

Application of the framework to the case study illustrates that government service transformation is not a linear progression and is influenced by decisions and factors related to both inner and outer contexts.

While bringing institutional theory to extend analyses of service transformation, the reconstruction of events in the case study presented does not provide a rich enough data set for a full analysis of the institutional forces at play.

Managers of e-government initiatives can use the dimensions of the framework to assess their progress, as new technologies emerge and policy priorities change.

The framework presented in the paper provides a complement to existing models for examining e-government transformation and brings a theoretically based perspective to government service transformation which is lacking in existing stage models.

An Act to make further provision for securing the health, safety and welfare of persons at work, for protecting others against risks to health or safety in connection with the activities of persons at work, for controlling the keeping and use and preventing the unlawful acquisition, possession and use of dangerous substances, and for controlling certain emissions into the atmosphere; to make further provision with respect to the employment medical advisory service; to amend the law relating to building regulations, and the Building (Scotland) Act 1959; and for connected purposes. [31st July 1974]

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

The fifth IPCC report on climate change concluded current progress to mitigate anthropocentric climate change is not making any impact. As the built environment emits 50 percent of total greenhouse gas emissions, mitigating climate change through sustainable construction and adaptation is a priority. Although many new buildings have sustainability ratings, they comprise a minute amount of the total stock. Meanwhile policy makers are adopting strategies to become carbon neutral with targets that require measurement. The purpose of this paper is to propose a means of quantifying the uptake of sustainability across all stock over time using existing policy frameworks.

Given that this is a scoping study to explore the potential to adapt existing frameworks to facilitate the quantification of the uptake of sustainability measures over time, the research adopted a focus group technique with experienced stakeholders in Australia and England. Qualitative research is inductive and hypothesis generating. That is; as the research assimilates knowledge and information contained in the literature ideas and questions are formed, which are put to research participants and from this process conclusions are drawn.

It is technologically feasible to collect data on sustainability measures within the building approvals systems in Victoria and NSW Australia and England and Wales and a conceptual model is proposed. Economically, costs need to be covered, and it is unclear which group should pay. Socially, the benefits would be to determine how society is progressing towards goals. The benefits of achieving reduced carbon emissions would be mitigation of the predicted changes to climate and informing society of progress. Politically, it is unlikely there is a will to make provisions for this proposal in existing regulatory systems.

The key limitations of the research were that the views expressed are those of a select group of experienced practitioners and may not represent the consensus view of the professions and industry as a whole. The limitations and criticisms of focus group data collection are that the sessions may be dominated by individuals holding strong views.

The findings show that adaptation of the existing data collected by building control authorities could allow some quantification of the uptake of sustainability measures over time. A simple initial system could be implemented with relative ease to ascertain the value of the data. Over time the system could be extended to collect more data that could facilitate more precise quantification of sustainability. Significantly policy makers would have a tool that would allow them to measure the success or otherwise of mandatory and voluntary measures introduced to increase the uptake of sustainability.

To date, no one has considered the practicality or potential utility of adapting existing information gathered for building approval purposes for the quantification of the up-take of sustainability across the whole stock over time. The value of using building approval data are that all building types are required to have building approvals prior to work being undertaken.