Integration and leadership as enablers of innovation in construction : case study

Adopting innovations in construction is challenging due to the fragmented and project-based nature of the industry. As construction innovation is a joint activity with a number of participants involved in the process, it is essential to consider the role of interorganizational factors in implementing successful innovations. The aim of this paper is to investigate the components of the innovation process by placing particular emphasis on the enablers of, as well as barriers to, innovation adoption. A case-study methodology was employed to gain insight on how innovation is achieved within a construction project setting. Modern methods of construction and lean construction were adopted in the examined case concerning an urban regeneration project. The findings of the case study suggest that resistance to change, inexperience, and unavailability of advanced products were the main barriers to innovation adoption. The project team benefited from several mechanisms to overcome these barriers, including integration of the project participants and effective leadership. The case study is expected to help participants of the construction industry reflect on their innovation processes and thereby enhance the rate of innovation adoption