International research concerning the comparative performance and practices of construction contractors from three European countries (UK, France and Germany) has been previously reported. The research has recently been extended to include Australian construction companies, thereby providing the potential for further exploring international contractor performance, the results of which are herein presented. The research methodology involves a questionnaire survey of contractors whereby a hypothetical high rise in situ concrete building is presented to respondents. Participants of the survey are asked to provide various performance data and preferred construction practices for this building. Results suggest that French contractors acquire the fastest construction speeds closely followed by those from Australia. Construction practices are similar in the UK and Australia, which contrast with French and German practice whose preferences were also found to be different. Findings suggest Australian contractors achieve higher levels of performance than those from the UK whilst implementing similar practices. Further research is needed to investigate the cause of the performance disparity found to exist in these two countries.
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1 April 2001
Review Article|
April 01 2001
International construction performance comparisons: a study of ‘European’ and Australian contractors Available to Purchase
D.G. PROVERBS;
D.G. PROVERBS
School of Engineering and the Built Environment, University of Wolverhampton, Wulfruna Street, Wolverhampton WV1 1SB, UK
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O.O. FANIRAN
O.O. FANIRAN
School of Civil and Environmental Engineering, The University of New South Wales, Sydney, NSW 2052, Australia
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Publisher: Emerald Publishing
Online ISSN: 1365-232X
Print ISSN: 0969-9988
© MCB UP Limited
2001
Engineering, Construction and Architectural Management (2001) 8 (4): 284–291.
Citation
PROVERBS D, FANIRAN O (2001), "International construction performance comparisons: a study of ‘European’ and Australian contractors". Engineering, Construction and Architectural Management, Vol. 8 No. 4 pp. 284–291, doi: https://doi.org/10.1108/eb021189
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