Implementing innovation in construction: contexts, relative boundedness and actor‐network theory
Summary. This paper examines why construction projects struggle to implement new technologies and innovations. The author argues that construction work lacks a central coordinating force to drive change and resolve conflicts, making innovation adoption difficult. Using actor-network theory, the study analyzes how both people and technologies interact during implementation, showing that existing practices, technological design choices, and actor mobilization all shape whether innovations succeed or fail.
Cite this article
Harty, C.. (2008). Implementing innovation in construction: contexts, relative boundedness and actor‐network theory. Construction Management and Economics. https://doi.org/10.1080/01446190802298413
Harty, Chris. “Implementing innovation in construction: contexts, relative boundedness and actor‐network theory.” Construction Management and Economics, 2008. https://doi.org/10.1080/01446190802298413.
Harty, Chris. 2008. “Implementing innovation in construction: contexts, relative boundedness and actor‐network theory.” Construction Management and Economics. https://doi.org/10.1080/01446190802298413.
@article{harty-2008-implementing-innovation-construction-contexts-relative,
title = {Implementing innovation in construction: contexts, relative boundedness and actor‐network theory},
author = {Chris Harty},
journal = {Construction Management and Economics},
year = {2008},
doi = {10.1080/01446190802298413},
url = {https://doi.org/10.1080/01446190802298413}
}
TY - JOUR TI - Implementing innovation in construction: contexts, relative boundedness and actor‐network theory AU - Chris Harty JO - Construction Management and Economics PY - 2008 DO - 10.1080/01446190802298413 UR - https://doi.org/10.1080/01446190802298413 ER -
Details
- DOI
- 10.1080/01446190802298413
- Countries
- United Kingdom
- Regions
- Europe
- Categories
- innovation-theory, innovation-networks, general-innovation
- Added
- 2026-04-28