Cobra the Construction Research Conference of the Rics Foundation Aubea the Australasian Universities' Building Educators Association Conference 3 Rd Cib Student Chapters International Symposium Cib W89 Building Education and Research Cib Tg53 Postgraduate Research Training in Building and Construct

Business process improvement and the knowledge organisation are two dominant themes in the management literature. However, over reliance on the face value of these themes can lead to unrealised expectations. This paper is a synthesis of literature with the aim of identifying the opportunities and challenges for construction organisations in the context of the two themes. The paper first introduces the basic process concepts and then discuses the current issues highlighted by researchers. It concludes with the observation that the process view and information intensive nature as opportunities for further use of process concepts in construction. The labour intensiveness and the people issues are highlighted as challenges, which require careful consideration within the process research theme.

[1]  George M. Giaglis,et al.  Simulation for intra- and inter-organisational business process modelling , 1997, Informatica.

[2]  Jay Bal,et al.  Process analysis techniques and tools for business improvements , 1998, Bus. Process. Manag. J..

[3]  David A. Buchanan,et al.  Representing process: the contribution of a re‐engineering frame , 1998 .

[4]  Sherif Ali Mohtady Mohamed,et al.  Evaluating web-based project information management in construction: capturing the long-term value creation process , 2004 .

[5]  Yacine Rezgui,et al.  Organisational learning and innovation in the construction industry , 2000 .

[6]  Charles Tennant,et al.  A continuous improvement process at Severn Trent Water , 2002 .

[7]  Richard Haigh,et al.  How to share good practice in your organisation , 2004 .

[8]  Robert J. McQueen,et al.  Learning and process improvement in knowledge organizations: a critical analysis of four contemporary myths , 1996 .

[9]  Darrell Rigby.  The secret history of process reengineering , 1993 .

[10]  Tony Elliman,et al.  Modelling knowledge worker behaviour in business process studies , 2005, J. Enterp. Inf. Manag..

[11]  A. John Pendlebury,et al.  Business Process Reengineering: Breakpoint Strategies for Market Dominance , 1993 .

[12]  Raymond T. Aoieong,et al.  A process approach in measuring quality costs of construction projects: model development , 2002 .

[13]  P. Drucker.  Landmarks of tomorrow , 1959 .

[14]  R. Belfield.  The process of innovation. , 1977, Science.

[15]  Jay Bal,et al.  Process analysis tools for process improvement , 1998 .

[16]  T. Tønnessen,et al.  Continuous innovation through company wide employee participation , 2005 .

[17]  Stuart D. Green,et al.  The technocratic totalitarianism of construction process improvement: a critical perspective , 1998 .

[18]  Biren Prasad,et al.  Hybrid re-engineering strategies for process improvement , 1999, Bus. Process. Manag. J..

[19]  Sandra Morgan,et al.  The Power of Process Improvement , 2004 .

[20]  R. Kaplan,et al.  Core process redesign , 1991 .

[21]  Alison Kidd,et al.  The marks are on the knowledge worker , 1994, CHI '94.

[22]  Robert J. McQueen,et al.  Integrating groupware technology into a business process improvement framework , 1995, Inf. Technol. People.

[23]  Enid Mumford,et al.  Reengineering the Corporation: A Manifesto for Business Revolution , 1995 .

[24]  Peter E.D. Love,et al.  Total quality management and the learning organization: a dialogue for change in construction , 2000 .

[25]  Majed Al-Mashari,et al.  Revisiting BPR: a holistic review of practice and development , 2000, Bus. Process. Manag. J..

[26]  Ghassan Aouad,et al.  A Generic Guide to the Design and Construction: Process Protocol , 1998 .

[27]  R. Talwar.  Business re-engineering—a strategy-driven approach , 1993 .