Achieving a responsive industrial relations environment for construction industry workers: A project alliancing case study

Construction Innovation

Volumn 1, Issue 4, 2001, Pages 211-225

  Walker, D H T ^a   Peters, R J ^b   Hampson, K D ^b   Thompson, M J ^c  

^a RIMT University   (Australia)

^b QUEENSLAND UNIVERSITY OF TECHNOLOGY   (Australia)

^c Clayton Utz ^*  (Australia)

Author keywords

Industrial relations; Procurement; Project agreements; Project alliancing; Reward systems; Risk sharing; Workplace relations

Indexed keywords

EID: 84993030118     PISSN: 14714175     EISSN: 14770857     Source Type: Journal    
DOI: 10.1108/14714170110814613     Document Type: Article

References (13)

1. ACIRRT – Australian Centre for Industrial Relations Research and Training. 1999: Australia at work – just managing? Sydney: Prentice Hall.
2. Auditor-General of the Australian National Audit Office. 2000: Construction of the National Museum of Australia and the Australian Institute of Aboriginal and Torres Strait Islander Studies, Australia National Audit Office, 16 March, Audit Report, 34 1999–2000, Canberra, Australia.
3. Australian Procurement & Construction Council Inc and DOLAC. 1997: National Code of Practice for the Construction Industry, Department of Labour Advisory Council (DOLAC) Secretariat – Department of Workplace Relations and Small Business, 30 May, Code of Practice, Canberra, Australia.
4. Boyd, B. 1991: Inside the BLF – a union self-destructs. Melbourne: Ocean Press.
5. Callus, R. 1997. Enterprise Bargaining and the Transformation of Australian Industrial Relations. Asia Pacific Journal of Human Resources 35, 16–25.
6. Department of Labour (DOL) – Building and Construction Division. 1988: The Victorian building industry agreement one year on. Victorian Building and Construction Industry Council: Melbourne.
7. Ireland, V. 1988: Improving work practices in the Australian building industry – a comparison with the U.K. and U.S.A. Sydney: Master Builders Federation of Australia and University of Technology Sydney.
8. NBCC. 1989: Strategies for the reduction of claims and disputes in the Construction Industry – no dispute. Canberra: National Building and Construction Council.
9. Quinlan, M. 1996: The reform of Australian industrial relations: contemporary trends and issues. Asia Pacific Journal of Human Resources 34, 3–37.
10. Walker, D.H.T. 1996: The contribution of the construction management team to good construction time performance – an Australian experience. Journal of Construction Procurement 2, 4–18.
11. Walker, D.H.T., Hampson, K.D. and Peters, R.J. 2000a: Project alliancing and project partnering: what's the difference? – partner selection on the Australian national museum project, a case study, vol. 1. In Serpell, A., editor, CIB W92 Procurement System Symposium on Information and Communication in Construction Procurement. Santiago, Chile: Pontifica Universidad Catolica de Chile, 641–655.
12. Walker, D.H.T., Hampson, K.D. and Peters, R. J. 2000b: Relationship-based procurement strategies for the 21st century. Canberra, Australia: AusInfo.
13. Yin, R. 1994: Case Study Research. Thousand Oaks, California: Sage.