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Studies of the use of advanced technology in manufacturing have given clear indication of the need for simultaneous changes in organisation and management practices if a successful and sustainable implementation of advanced technology is to be assured. It can also be shown that it is sometimes counter productive to introduce new technology without adapting the other elements of the processes involved. The successful use of advanced technology in the manufacturing sector has led to the introduction of postFordist approaches based on group work, ongoing training, involvement of the workforce at all levels, quick and effective communication in all directions, flatter types of organisational structures, the integration of major functions, and strong and long term relationships with other partners engaged in the process. A number of weaknesses have been identified in the construction industry including its fragmentation, limited commitment to R and D, and reluctance to embrace new technologies. It has been suggested that these shortcomings are explained by the uniqueness, diversity and the complexity of the construction process. However, the organisation of construction, because of its project based approach, direct client involvement and the need for flexible and responsive approaches to production, can be considered as being close to the postFordist model and therefore conducive to the introduction and effective use of advanced technology. This paper investigates the successful application of advanced technology in construction by examining the key elements of organisation in construction which are close to post-Fordist practices, and hence proposes strategies for transferring and implementing best practice from manufacturing into the context and culture of

Can Construction from the Experience of Other Sectors in Achieving the Appropriate Balance between Organizational and Technological Innovation?