In recent years the construction industry has been criticised for lack of successful innovation compared to other major industries. The question of why the industry has not been seen to be innovative has created concern among many involved with construction and property. The driving concern is where the motivation for this innovation should come from. Although construction clients have made an impact in this area, the industry itself seems divided as to whether, when and where clients should drive the innovation process.

ACKNOWLEDGMENTS. PREFACE - Peter Brandon. PART I THE CONTEXT FOR INNOVATION . What is the Broader Context within which Clients Operate?. Chapter 1 A global agenda for revaluing construction: the client's role - Peter Barrett. Chapter 2 Revaluing construction: implications for the construction process - Graham M Winch. Chapter 3 Is the client really part of the team? A contemporary policy perspective on Latham / Egan - John Hobson and Kenneth Treadaway. What is the Position of Clients within the Development Process?. Chapter 4 Enabling clients to be professional - Roger Courtney. Chapter 5 Challenging the illusion of the all powerful clients' role in driving innovation - Martin Sexton, Carl Abbott and Shu-Ling Lu. Chapter 6 Reifying the client in construction management research? Alternative perspectives on a complex construct - Mike Bresnen. Chapter 7 A proposed taxonomy for construction clients - Patricia Tzortzopoulos, Mike Kagioglou and Kenneth Treadaway. What are the Client's Roles and Responsibilities in Driving Innovation?. Chapter 8 Clients' roles and contributions to innovations in the construction industry: when giants learn to dance - Charles Egbu. Chapter 9 Setting the game plan: the role of clients in construction innovation and diffusion - Kristian Widen, Brian Atkin and Leif Hommen. Chapter 10 Clients as innovation drivers in large engineering projects - Roger Miller. Chapter 11 Knowing differently, innovating together? Exploring the dynamics of knowledge creation across boundaries in clients' design teams - Patrick S. W. Fong. Chapter 12 The role of the client in the innovation processes of small construction professional service firms - Shu-Ling Lu. Chapter 13 Client-oriented contractor innovation - Jan Brochner. What are the Appropriate Tools and Barriers to the Implementation of Innovation Practices?. Chapter 14 Driving innovation in construction: a conceptual model of client leadership behaviour - Mohammed F. Dulaimi. Chapter 15 Critical actions by clients for effective development and implementation of construction innovations - E. Sarah Slaughter and William L. Cate. PART II THE INNOVATION PROCESS . Chapter 16 Overcoming resistance to innovation: the integration champion in construction - Andreas Hartmann. Chapter 17 Client-driven innovation through a requirements-oriented project process - John M. Kamara. Chapter 18 Knowledge management supports clients driving innovation: two case studies - Marja Naaranoja, Paivi Haapalainen and Heikki Lonka. Chapter 19 Implementing innovations in infrastructures for the built environment: the role of project developers, customers and users - Marcela Miozzo and Nuno Gil. PART III MOVING IDEAS INTO PRACTICE . What are the Policy Issues in Moving Ideas into Practice?. Chapter 20 Client driven performance improvement strategies for the construction industry: development and implementation challenges - Aminah Robinson Fayek, Jeff H. Rankin and Ernie Tromposch. Chapter 21 Public policy, clients and the construction industry - Eileen Fairhurst. Chapter 22 Value for money versus complexity: a battle of giants in the public sector? - Erica Dyson. How do Clients Move Ideas into Practice?. Chapter 23 The role of the professional client in leading change: a case study of Stanhope plc - Colin Gray. Chapter 24 Customer focus: time, the enemy of desire - a contractor developer perspective - Chris Woods. Chapter 25 The role of the client in building site innovations - Frederic Bougrain. Chapter 26 A complex systems approach to customer co-innovation: a financial services case study - Robert Kay