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The purpose of this paper is to develop two hypotheses explaining the role of commercial management in the lean business model: lean construction is a viable choice of commercial strategy; and lean commercial management is an integral part of lean construction system subordinate to the project delivery. This is completed as a part of conceptualisation of the lean commercial management discipline in construction on the abstract level and followed by deriving its main principles.

The research is based on the direct observation of the companies pursuing lean strategy in construction as well as of those following non‐lean business models, review of case studies and literature.

Traditional commercial arrangements do not comply with the lean construction requirements and may hamper the exploration of its full potential. Lean commercial management differs in the way that its primary role is to support the production process thus it is subordinated to it.

This research would benefit from links with the existent field of social and economic studies where deeper reasoning to substantiate the theory might be found. Experiments with lean companies in the construction sector are also necessary for theory validation.

The approach offered in this paper vectors the way of dealing with the commercial decisions within lean enterprise. This potentially can further enhance benefits from lean construction.

The paper builds upon the related research and papers, further advancing the topic of lean construction.

The attention on sustainability issues within value management (VM) practices is uncertain due to the scarcity of information on this subject in the available literature. As a value enhancement technique, VM should incorporate sustainability issues as they would affect the quality of the outcome. By exploring VM as a means to uplift sustainability issues at the early construction stages, it shall shed light to its potential and current practices and thus stimulating wider attention to this field in the future.

This paper begins by presenting the underlying concept of integrating sustainability within VM. The potential of VM to uplift sustainability issues is highlighted and the relationships between these two are discussed. Field studies were conducted to investigate the existing practices of VM and its practitioners’ attitudes towards sustainability.

It is confirmed that sustainability consideration is already inherent in the VM workshops but the level of attention varies between workshops. There are gaps in current practices, indicating rooms for improvement. The identified barriers to integration are believed responsible for these gaps.

Any strategy to promote sustainability consideration in VM in the future must address the impediments to integration.

The attention on sustainability issues in VM remains an untapped area due to scarcity of information. Theoretically, the intrinsic capabilities and the positive relationships between these two heighten VM position as an effective means for sustainability improvement. However, in practices, sustainability attention requires improvement to bridge the gaps and overcome the existing barriers that impede current integration.

The purpose of this paper is to analyse the factors that drive changes to the construction project brief and the background to those factors. The founding argument, that incorporating these changes is paramount for achieving client satisfaction, introduces the concept of dynamic brief development (DBP), which permits changes throughout the project life cycle. The understanding and attitude of the major construction project stakeholders towards DBP are investigated along with identifying the originators of brief development and the value and risk sources.

A threefold method was used comprising a comprehensive questionnaire survey followed by structured interviews. The results of these were further investigated though a brainstorming session with major construction project stakeholders. A total population of 266,434 units for the survey was identified, reduced to a random stratified sample of 530. The response rate was 49.2 per cent and the responses were analysed using a weighted relative importance index. A total of 88 interviews were carried out and 12 client organisations participated in the brainstorming session.

The findings lead to the conclusion that there is a need to set out a detailed brief development management system that incorporates both value management and risk management. This system should enable the appropriate project participant to make informed decisions at the right time for the benefit of the client. The system must facilitate feedback to both client organisations and construction professionals to enable lessons to be learned. Understanding the relationship between the factors that drive brief development and the various project team members will facilitate managing brief development in a way that increases client satisfaction and enhances the performance of the project.

The paper identifies deficiencies in current practices and techniques and presents a system which overcomes them.

Confining the development of the project brief to a certain stage hinders the interaction between the client and the designer. In addition, it inhibits the incorporation of the influential internal and external factors that may affect the project. In spite of the frequently adverse impact of change orders on project cost, time and quality, literature review and case studies showed that client organisations continue to use change orders to achieve their expectations and enhance their projects' performance principally because current construction management process instills an expectation that, change after a specified point is somehow outside the project brief rather than part of the ongoing development of that brief. This paper introduces the concept of dynamic brief development (DBD), a process that facilitates client satisfaction, meets the need to adapt to the brief developing factors for the benefit of the project and fulfils the desire to manage project change orders. In this paper, the need, aims and principles of the concept of DBD are explained and the factors driving brief development are identified. In addition, the rationale behind each factor is given and the case study sampling method is described.

The paper identifies the broad environmental issues and legislation affecting the construction industry in the UK and goes on to place the environment firmly on the construction agenda, highlighting the major issues for concern. This paper summarizes work undertaken in five pilot studies. The work reveals that the consideration of environmental issues within a framework related to the construction process facilitates the allocation of management responsibility within the construction team. The illustrative representation of this framework forms a prototype decision‐making strategy for use in construction procurement and methods for incorporating environmental issues into every day construction management are proposed.

The purpose of this paper is to identify how the newly emerging UK practice of “collaborative planning” (CP) for construction project delivery aligns with the advocated principles of the global last planner system (LPS) of production planning and control.

A mixed, qualitative, exploratory approach was adopted for the study. This entailed qualitative data through three techniques, namely: semi-structured interviews, documents analysis, and structured observation. In total, 30 in-depth interviews were conducted over a 12 month period with lean construction consultants, clients, main contractors, and subcontractors drawn from the building, highways and infrastructure and rail sector. In all, 15 projects were visited where practices were observed.

The study reveals that the current practice of CP in the UK partially aligns with the LPS principles. Where practitioners have heard of the LPS they believe it to be the same practice as CP.

This study is limited to 30 interviews, observation of 15 projects and document analysis. The aim of the study is not to generalise the findings, however, since the study examined top construction companies and practitioners in the UK and the findings were consistent across the sample, some conclusions could be made. The study is also limited to examining the construction phase only, future studies should incorporate the design phase.

A clear identification of the elements of current practice compared to the components of the LPS provides a contribution to the future practice of project production planning and management in the construction industry.

The study highlights a continuing resistance to collaboration within the industry. This resistance is subtly embedded within implemented practices even though they are based on collaborative working for their success.

This is among the first studies in the UK that comprehensively examines and reports the application of LPS/CP practice in construction across the major construction sectors. Future studies could build on the findings from this work to develop an approach/methodology to improve the current practice.

Extensive research on the importance of collaborative working (CW) and aligning stakeholders’ interests in construction has been widely conducted. But often the practice of commercial actors during CW has often been overlooked, particularly within the UK setting, where scholars have lamented on the lack of industry-wide collaboration. This study aims to explore the factors affecting commercial actors in CW, specific to the UK construction industry.

The research used a context-based approach to seek stakeholders’ perspectives on the key factors affecting commercial actors in CW within the UK. Semi-structured interviews with individuals (contractors, cost consultants, designers among others) from construction and infrastructure organisations were conducted, using multiple case study investigations. The collected data was analysed using a case study approach, and principles of inductive thematic analysis to identify the key factors.

Findings from the analysis identified “institutional” factors such as transactional cost economic influence, the prevailing construction model influence and professional related drivers. Key drivers within these factors include commercial background and training, custom and practice, misaligned interests in projects, clients’ perception of consultants, cost-driven environment, conventional procurement protocols and bureaucratic functions.

In conclusion, these factors continue to affect CW with undue influence on commercial actors in the UK, thus preventing performance improvement demanded by successive UK Government reports. The context-based approach applied in this study is expected to provide some insight in construction management research, especially from a commercial perspective in the UK, to gain an understanding of how these factors are manifesting.

The purpose of this paper is to present the current knowledge surrounding social value (SV) and show how lean approach supports SV realisation in the delivery of construction projects.

A critical literature review was adopted, to gather the current knowledge surrounding SV from mainstream management sciences, construction management and lean literature. A total of 70 studies were critically reviewed.

The study establishes that the current level of awareness on SV is still low and there is a dearth of scholarly publications on SV especially in the construction management literature. The investigation reveals the potentials of lean approach in supporting the delivery of SV on construction projects.

This study conceptualises the community and the physical environment around where the construction project is executed as customers using lean production approach. It shows that the transformation, flow and value view supports smooth workflow, which enhances the achievement of SV objectives. This creates a new insight into how SV can be realised in construction project delivery.

This study extends the on-going debate around the need for SV in construction project delivery and contributes to construction management and lean construction literature on SV. Future studies could build on this to obtain empirical data and develop an approach/method that would support the evidencing of SV delivery on construction projects.

Green specifications are some of the most important strategies for energy saving and describe the best practice in the field of sustainable construction. They have great effects on resource saving and environmental protection. The demand of sustainable construction has spurred the emerging and development of green specifications. However, there are many factors that affect the adoption of green specifications in China. Therefore, the purpose of this paper is to investigate the factors that affect the adoption of green specifications in China.

Based on the comprehensive literature review, a questionnaire survey has been conducted to with major stakeholders in construction area to identify issues concerning the adoption of green specifications in China. In total, 18 variables that affect the adoption of green specifications in were summarized. Then this study uses factor analysis and mean score method to analyze 18 variables which the authors get from the questionnaire.

Using the rank analysis and factor analysis, the variables have been ranked, analyzed and categorized into five independent factors. They are summarized as: green technology and techniques; awareness and attitude; policies and regulations; market; and economics. This study provides a variable reference for policy makers to put forward focused policies and incentives for green specifications implementation and industry practitioners to better understand of green specifications adoption in China.

This paper makes a contribution to the understanding of the factors that affect the adoption of the green specifications in China. The results can also contribute to better adoption of green specifications in other developing countries.