Version 2 2020-01-30, 12:12Version 2 2020-01-30, 12:12
Version 1 2012-10-15, 12:48Version 1 2012-10-15, 12:48
thesis
posted on 2020-01-30, 12:12authored byDerek W.J. Miles
The thesis draws upon the author's published work to analyse ways of overcoming
the multi-faceted constraints affecting the intermediate construction sector (small
contractors using technologies appropriate for local conditions and resource
availability) in low- and middle-income countries. Following an introductory
chapter, chapter 2 reviews the concept of appropriate construction technology,
illustrated by a case study on the development and transfer of labour-based road
construction and maintenance technologies. Chapter 3 examines the regulatory
framework that governs the industry, comparing the situation in industrialised and
developing countries, and concluding with a perspective on the nature of
competition in the global construction market. Chapter 4 deals with the application
and content of construction management training methodologies and delivery
systems, including training needs, delivery of training and the respective roles of
governments and employers' organisations. Chapter 5 describes the practices,
problems and needs of intermediate contractors, noting the link between the
appreciation of the potential benefits of appropriate technology and the value of
promoting small enterprises, which are best placed to apply it. Chapter 6 proposes systems and procedures to enable intermediate enterprises to
develop and reach a sustainable level. It draws upon recent experience of
privatisation of intermediate construction activity in developing countries,
illustrating the need to attend to attitudinal and related change in the client
organisation as well as promoting the emerging domestic contracting industry. The
key conclusion is that the performance of intermediate contractors in developing
countries can be significantly improved providing the initiative takes proper
account of constraints imposed by the local operating environment, provides a
realistic plan for organisational change and uses high quality training material and
delivery systems. This conclusion is of particular significance in view of the
growing interest in promoting private sector involvement in infrastructure provision
and maintenance.