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Informationen zum Autor ABOUT THE AUTHORS Paul Chan, Lecturer in Project Management, School of Mechanical, Aerospace and Civil Engineering, University of Manchester, UK Rachel Cooper, Professor of Design Management, Lancaster Institute for the Contemporary Arts, University of Lancaster, UK Klappentext Constructing Futures Industry leaders and futures thinking in construction The growing interest within the construction industry in future scenario planning has not always corresponded with an understanding of how futures thinking is shaped in policy-making. Constructing Futures: industry leaders and futures thinking in construction takes a thematic approach to the future of the UK construction industry. It presents the results of a series of indepth interviews conducted with leading construction figures and then structures the discussion into chapters addressing key contemporary issues in the industry. These high-profile figures are drawn from a wide range of stakeholder groups representing the realities of construction - including architects, client organisations, consultants, contractors, developers, lobby groups with special interests, policy makers, professional institutions, and trade unions. A total of 15 influential figures were interviewed for the book, from Sir Michael Latham and Bob White to Wayne Hemmingway and Kevin McCloud. The authors juxtapose the interviewees' views with their own examination of both mainstream and construction management practical insights with an exploration of the key theoretical debates. Part I of the book looks at the industry's past, reviewing a series of foresight studies of the construction sector and re-presenting stories of the interviewees' lives to examine the development of leadership in the industry. In Part II, the authors focus on two fundamental issues in today's construction industry: sustainable development and governance. Part III looks to the future, highlighting key lessons learnt and proposing a series of research questions for industry and academia. Zusammenfassung This book complements existing texts on strategic management in construction by deconstructing the views of the key thinkers in the industry and providing practical insights into its future direction. Inhaltsverzeichnis About the authors xi Preface xiii Part 1 Tracing the past 1 1 Introducing foresight in construction: exploring the missing link of personalising futures thinking 3 Chapter summary 3 Setting the 'scene' 4 Construction foresight studies 7 The 'future' agendas since the Second World War 7 Contemporary foresight reports at the turn of the century 9 Synthesis of critical trends and implications from the foresight reports 16 Critical appraisal of foresight studies 17 A note on the methodology 22 The structure of the book 24 Part 1: Tracing the past 24 Part 2: Eliciting the future 24 Part 3: Towards an afterthought 25 2 Influential people in the UK construction industry: what makes leadership in construction? 26 Chapter summary 26 Introduction 27 Leadership theories and application in construction 28 Development of leadership theories 28 Application of leadership theories in construction management research 30 Looking forward but learning from the past 30 So what makes a 'leader' in construction? 31 Critical antecedent: people 31 Critical antecedent: place 34 Critical antecedent: events 35 To be or not to be? The age-old question of nature and nurture 37 Closing thoughts 41 Part 2 Eliciting the future 45 3 Developing a sustainable future: theoretical and practical insights into sustainable development 47 Chapter summary 47 Introduction 49 ...
