Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Lee, CC; Egbu, CO
Publisher: RICS
Languages: English
Types: Unknown
Subjects: TH, built_and_human_env
Refurbishment projects are generally considered to be higher risk, more complex and in need of greater co-ordination than new build projects. Meeting client requirements and managing refurbishment projects can pose a difficult task for construction organisations. In project-based professional or technical service organisations, an organisation’s competences are reflected not only in the quality and quantity of its individual experts, but also in the integration of the organisation’s knowledge resources through its deployment of people in project teams. It is argued that a knowledgeable project team that is able to understand and interpret the client’s requirements and rely on their knowledge and experience to meet the client’s requirements is likely to increase the chance of delivering a project on time and within budget. From a knowledge-based strategic management perspective, the creation of an optimal mix of a project team (i.e. having expertise in its membership drawn from across organisations) that has requisite skills and competences matched unto the client’s project requirements, will lead to\ud client satisfaction of the project. The aim of this paper is to explicate the process of developing a methodology to match the client’s project requirements with the knowledge of the project team in refurbishment projects. Additionally, the paper emphasises the importance of meeting the client’s requirements and the need for a knowledgeable project team in refurbishment projects.\ud \ud Keywords: client requirements, knowledge capture, knowledge management, refurbishment.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Amit, R., and Schoemaker, P.J.H. (1993), “Strategic assets and organisational rent”, Strategic Management Journal, 14(1), 33 - 46.
    • Barney, J. (1991), “Firm resources and sustained competitive advantage”, Journal of Management, 17(1), 99 - 120.
    • Bassioni, H.A., Price, A.D.F. and Hassan, T.M. (2003), “Business performance measurement in construction firms”, Journal of Management in Engineering, ASCE, pending press.
    • Bennett, J., Flanagan, R., Lansley, P., Gray, C. and Atkin, B. (1988), “Building Britain 2001”, Centre for Strategic Studies in Construction, University of Reading, UK.
    • Boh, W. F. (2004), “Learning, knowledge-sharing and expertise management in project-based knowledge work”, Ph.D, Dissertation, Carnegie Mellon University, Pittsburgh.
    • Bowen, P., Pearl, R. and Edwards, P. (1999), “Client briefing process and procurement method selection: a South African study”, Engineering Construction and Architectural Management, 6(2), 91-104.
    • Brown, D. C., Riley, M. J. and Killander, K. A. (1999), “Obstacles to co-operative working: lessons from construction”, J. Co-operative Studies, 31(3), 43 - 64.
    • Chapman, R.E. (1980), “Cost estimates and cost variability in residential rehabilitation”, National Bureau of Standards, Washington, DC.
    • Churchill G.A. Jr. and Surprenant, C. (1982), “An investigation into the determinants of consumer satisfaction”, Journal of Marketing Research, 19 November, 491- 504.
    • Cooley, M.S. (1994), “Selecting the right consultants”, HR Magazine, 39(8), 100-103.
    • Day, R.L. (1977), “Extending the concept of consumer satisfaction”. In Perrault, W.D.
    • Day, R.L. (1982), “The next step: generally accepted constructs in satisfaction and complaining research. Proceedings of the Seventh Annual Conference on Consumer Day, R.L. and Landon, E.L. (1977), “Towards a theory of consumer complaining behaviour”. In Woodside, A.G., Sheth, J.N. and Bennett, P.D. (eds.), Consumer and Industrial Buying Behaviour, North-Holland, New York.
    • Demsetz, H. (1991), “The theory of the firm revisited”. In Williamson, O.E. and Winter, S.G. (eds.), The Nature of the Firm, Oxford University Press, New York.
    • Pinto, J.K. and Slevin, D.P. (1988), “Project success: definitions and measurement techniques”, Project Management Journal, 19, 67- 71.
    • Winch, G., Usmani, A. and Edkins, A. (1998), “Towards total project quality: a gap analysis approach”, Journal of Construction Management and Economics, 16(2), 193- 207.
    • Woodruff, R. B., Cadotte, R.E and Jenkins, R.L. (1983), “Modelling consumer satisfaction process using experienced-based norms”, Journal of Marketing Research, 20, 296-304.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article