@article{walker_achieving_2001,
	title = {Achieving a responsive industrial relations environment for construction industry workers: a project alliancing case study},
	volume = {1},
	issn = {1471-4175},
	shorttitle = {Achieving a responsive industrial relations environment for construction industry workers},
	url = {https://www.emerald.com/insight/content/doi/10.1108/14714170110814613/full/html},
	doi = {10.1108/14714170110814613},
	abstract = {This paper outlines how the project agreement operating on the Australian National Museum project in Canberra, Australia facilitated a responsible and responsive workplace environment for construction workers. A project alliancing approach was adopted and designed to encourage industrial relations innovation in the workplace. The trigger for this approach was the perceived success of the alliancing working arrangements between key project delivery teams and a desire to extend this arrangement to subcontractors, suppliers and the workforce. Changes in the Australian workplace relations environment and introduction of a national code of practice for the Australian construction industry provided impetus for reaching a new type of workplace agreement. The workplace culture and characteristics of relationships formed between workers and management on that site shaped the agreed terms and conditions of work. It also spurred the pursuit of innovative approaches to project delivery from a technology, management and workplace culture perspective.},
	language = {en},
	number = {4},
	urldate = {2023-05-09},
	journal = {Construction Innovation},
	author = {Walker, D.H.T. and Peters, R.J. and Hampson, K.D. and Thompson, M.J.},
	month = dec,
	year = {2001},
	keywords = {Construction},
	pages = {211--225},
}

@article{walker_enthusiasm_2002,
	title = {Enthusiasm, commitment and project alliancing: an {Australian} experience},
	volume = {2},
	issn = {1471-4175},
	shorttitle = {Enthusiasm, commitment and project alliancing},
	url = {https://www.emerald.com/insight/content/doi/10.1108/14714170210814667/full/html},
	doi = {10.1108/14714170210814667},
	abstract = {Team leaders require enthusiasm and commitment from their team members to enable them to be agile, adaptable and responsive. This paper uses results from a longitudinal study of a successful building construction project delivered using a project alliancing approach. Results presented use a model pioneered by the US academic Peter Senge. This helps explain the system dynamics that generated the necessary enthusiasm and commitment to support collaboration and co‐operation within and between project teams. It became clear that enthusiasm and commitment can be achieved on construction projects provided that a collaborative and co‐operative workplace environment is carefully nurtured and crafted, which not only supports drivers for enthusiasm and commitment, but also addresses barriers that inhibit those values. Experience gained from studying the exemplar project illustrated in this paper provides the basis for a model of how to create and maintain the necessary workplace environment.},
	language = {en},
	number = {1},
	urldate = {2023-05-09},
	journal = {Construction Innovation},
	author = {Walker, D.H.T.},
	month = mar,
	year = {2002},
	keywords = {Construction},
	pages = {15--31},
}