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Much has been written about the positive contribution made by the customer to innovation in bespoke and low-volume products like those of construction. Far less attention has been given to the potentially corrosive effects the client might have on innovation. Drawing on three construction case studies, this paper argues that strong client leadership may have negative consequences for innovation, including the suppression of innovation and an overly narrow focus on particular types of innovation. Given that innovation has a key role in the future competitiveness of any industry, it is argued that the role of the client in construction innovation requires more careful examination than it has thus far been afforded. © 2005 Taylor & Francis.
Author(s): Ivory C
Publication type: Article
Publication status: Published
Journal: Construction Management and Economics
ISSN (print): 0144-6193
ISSN (electronic): 1466-433X
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