The culture of the industry and the culture of research

Abstract

Culture is increasingly cited as being in need of change if the UK construction industry is to improve its efficiency and productivity. The paper argues that the concept of culture is amenable to radically different treatments and that the research community must recognize the consequences of this choice if it is to make a useful contribution to bringing about the desired change. The dominant research paradigm in construction management is examined and compared to an alternative approach. The consequences attendant upon the choice between these two are explored with reference to four phenomena: a study of quality in the construction industry, Japanese innovation in management, Deming's concept of total quality management and the situation of the site engineer. It is concluded that the dominant rationalist paradigm tacitly endorses existing attitudes and that if researchers are to have a role in changing the culture of the industry, then the culture of research must change also.