Innovative Construction Research Centre (ICRC)
Lead Research Organisation:
University of Reading
Department Name: Construction Management and Engineering
Abstract
The Innovative Construction Research Centre (ICRC) is dedicated to socio-technical systems research within the built environment, with particular emphasis on through-life performance in support of the client's business operations. Our vision is for a research centre that not only supports the competitiveness of the architectural, engineering, construction and facilities management sectors, but also supports societal needs for built infrastructure and the broader competitiveness of the UK economy. The domain of enquiry lies at the crucial interface between human and technical systems, thereby requiring an inter-disciplinary approach that combines engineering research methods with those derived from the social sciences. The ICRC's research portfolio is organised into six themes: (1) Integration of design, construction and facilities management. Concerns the through-life management of socio-technical systems within the built environment. Topics of consideration include: integrated logistic support, design for reliability and systems integration for building services. Of particular concern is the way that firms within the supply chain are integrated to provide solutions that add value to the client's business. (2) Knowledge management and organisational learning. Addresses the means of supporting knowledge flows across extended supply chains and the extent to which procurement systems learn across projects. Of particular importance is the design of learning mechanisms that extend across organisational boundaries. Also investigates the degree to which the construction sector can learn from other sectors, i.e. aerospace, automotive, retail, defence. (3) Human resource management and the culture of the industry. The construction sector is too often characterised by regressive approaches to human resource management (HRM) with little emphasis on developmental to support innovation. Of particular importance is the concept of 'high commitment management' that has emerged as a central component in the quest to link people management to business performance. Any attempt to improve HRM practices in the construction sector must also recognise cultural barriers to the implementation of new ways of working.(4) Innovative procurement. Includes legal, economic and organisational aspects of procurement systems. The last twenty years has seen a plethora of new procurement methods seeking to encourage different behaviours and allocations of risk. Many such initiatives experienced significant reality gaps between technological intent and resultant behaviours. Of particular importance in the current context is the notion of performance-based contracting which seeks to reward parties on the basis of building performance.(5) Innovation in through-life service provision. Most innovation in facilities management (FM) is concerned with service provision rather than the design and construction of the built asset. The inclusion of FM-service provision reflects the ICRC's strategic focus on through-life issues. The shift towards service provision is reflected in practice through procurement approaches such as PFI/PPP. But the issue has a wider significance as construction contractors increasingly embrace service philosophy. (6) Competitiveness, productivity and performance. Focuses on techniques for performance improvement, coupled with a broader emphasis on competitiveness and profitability within the marketplace. Techniques for performance improvement include: process mapping, benchmarking, value management, risk management and life-cycle costing. Also seeks to assess the competitiveness of the construction sector in comparison to other countries, and to achieve a broader understanding of the economic context within which firms operate.
Organisations
- University of Reading, United Kingdom (Lead Research Organisation)
- British Expertise, United Kingdom (Project Partner)
- Audit Commission, United Kingdom (Project Partner)
- Max Fordham LLP, United Kingdom (Project Partner)
- Department for Education, United Kingdom (Project Partner)
- Union, Const'n. & Allied Trade Technicia, United Kingdom (Project Partner)
- CIBSE, United Kingdom (Project Partner)
- Collier and Catley Ltd, United Kingdom (Project Partner)
- Asite Solutions Limited, United Kingdom (Project Partner)
- Concur Partnership Ltd, United Kingdom (Project Partner)
- Assystem UK Ltd, United Kingdom (Project Partner)
- Pearce (Retail Services) Ltd, United Kingdom (Project Partner)
- European Intelligent Bldg GP, United Kingdom (Project Partner)
- Mott Macdonald UK Ltd, United Kingdom (Project Partner)
- Building Information Warehouse Ltd, United Kingdom (Project Partner)
- MR1 Consulting, United Kingdom (Project Partner)
- Jones Lang LaSalle, United Kingdom (Project Partner)
- Walters and Cohen, United Kingdom (Project Partner)
- Land Securities Group Plc, United Kingdom (Project Partner)
- Bovis Lend Lease, United Kingdom (Project Partner)
- Mowlem Plc, United Kingdom (Project Partner)
- Federation of European Heating REHVA, Belgium (Project Partner)
- Arup Group Ltd, United Kingdom (Project Partner)
- Heatherwood and Wexham Park Hospitals, United Kingdom (Project Partner)
- Forticrete Ltd, United Kingdom (Project Partner)
- Scott Brownrigg Ltd, United Kingdom (Project Partner)
- Institution of Civil Engineers, United Kingdom (Project Partner)
- M41 - Movement for Innovation, United Kingdom (Project Partner)
- BAE Systems, United Kingdom (Project Partner)
- Swedish Contractors Confederation, Sweden (Project Partner)
- Highways Agency, United Kingdom (Project Partner)
- ABB, United Kingdom (Project Partner)
- Emcor Drake & Scull Ltd, United Kingdom (Project Partner)
- Balfour Beatty Plc, United Kingdom (Project Partner)
- National Audit Office, United Kingdom (Project Partner)
- Mace Ltd, United Kingdom (Project Partner)
- NHBC National House-Building Council, United Kingdom (Project Partner)
- Gardiner and Theobald, United Kingdom (Project Partner)
- Reid,Geoffrey,Associates Ltd, United Kingdom (Project Partner)
- Inbis, United Kingdom (Project Partner)
- EC Harris LLP, United Kingdom (Project Partner)
- Emap Glenigan, United Kingdom (Project Partner)
- The Facilities Society, United Kingdom (Project Partner)
- Confederation of Construction Specialist, United Kingdom (Project Partner)
- Office for National Statistics, United Kingdom (Project Partner)
- Irvine-Whitlock Ltd, United Kingdom (Project Partner)
- Quorum Logistics Support Ltd, United Kingdom (Project Partner)
- Wilkinson Eyre Architects, United Kingdom (Project Partner)
- ANSYS, United Kingdom (Project Partner)
- Dean & Dyball Construction Ltd, United Kingdom (Project Partner)
- R G C M Ltd, United Kingdom (Project Partner)
- Dytecna Ltd, United Kingdom (Project Partner)
- Aqumen Services Ltd, United Kingdom (Project Partner)
- NG Bailey Ltd, United Kingdom (Project Partner)
- Tekla, Finland (Project Partner)
- Constructing Excellence, United Kingdom (Project Partner)
- EMCOR Rail Ltd, United Kingdom (Project Partner)
- Andrew Wilkes Management, United Kingdom (Project Partner)
- Rolls-Royce plc, United Kingdom (Project Partner)
- Waterman Partnership, United Kingdom (Project Partner)
- Costain Ltd, United Kingdom (Project Partner)
- Royal Institution of Chartered Surveyors (Project Partner)
- Mowlem,John,Construction Plc, United Kingdom (Project Partner)
- Wembley National Stadium Ltd, United Kingdom (Project Partner)
- Atkins UK, United Kingdom (Project Partner)
- Performance Building Partnership, United Kingdom (Project Partner)
- Monodraught Ltd, United Kingdom (Project Partner)
- Cementation Foundations Skanska Ltd, United Kingdom (Project Partner)
- Global Solutions UK Ltd, United Kingdom (Project Partner)
- Hans Haenlein Architects, United Kingdom (Project Partner)
- Construction Industry Training Board, United Kingdom (Project Partner)
- BWA Associates, United Kingdom (Project Partner)
- Confederation of Finnish Construction, Sweden (Project Partner)
- Halcrow Group Ltd, United Kingdom (Project Partner)
- Sir Robert McAlpine Ltd, United Kingdom (Project Partner)
- British Inst of Facilities Man BIFM (Project Partner)
- Jacobs Engineering UK Ltd., United Kingdom (Project Partner)
- Royal Inst of British Architects RIBA, United Kingdom (Project Partner)
- NMEC, United Kingdom (Project Partner)
- CDC Group plc, United Kingdom (Project Partner)
- Troup Bywaters & Anders Ltd, United Kingdom (Project Partner)
- Construction Industry Solutions Ltd, United Kingdom (Project Partner)
- UK Trade and Investment, United Kingdom (Project Partner)
- Faber Maunsell, United Kingdom (Project Partner)
- Highways Agency (Project Partner)
Publications

ALwaer H
(2010)
Key performance indicators (KPIs) and priority setting in using the multi-attribute approach for assessing sustainable intelligent buildings
in Building and Environment

Boyd P
(2015)
The co-development of technology and new buildings: incorporating building integrated photovoltaics
in Construction Management and Economics

Bresnen M
(2010)
Editorial: objects, knowledge sharing and knowledge transformation in projects
in Construction Management and Economics

Clements-Croome D
(2011)
Sick Building Syndrome

Collinge W
(2014)
Stakeholder interpretations of design: semiotic insights into the briefing process
in Construction Management and Economics

Davies R
(2009)
Care pathways and designing the health-care built environment: an explanatory framework
in International Journal of Care Pathways

Davies R
(2013)
Measurement and exploration of individual beliefs about the consequences of building information modelling use
in Construction Management and Economics

Davies R
(2013)
Implementing 'Site BIM': A case study of ICT innovation on a large hospital project
in Automation in Construction

Ewenstein B
(2009)
Knowledge Practices in Design: The Role of Visual Representations as `Epistemic Objects'
in Organization Studies

G Larsen
(2008)
Partnering in flight: from being to becoming
in Journal of Construction Procurement