ABSTRACT
The global construction industry is highly competitive, fragmented and cyclical and frequently operates on low margins (Loosemore 2003). Yet construction accounts for a significant portion of economic activity and is a catalyst for many other sectors. The industry is also labour intensive and project specific and involves team relationships that form and disband on a regular basis. It is not surprising, therefore, that construction performance and reform have dominated research within the industry for more than 50 years.
