This study advanced work into the interrelationship between product and process
innovations. Whilst the adoption of product innovation is brought about by a process
innovation, this study evidenced that the process innovation can then be used repeatedly,
across numerous construction projects, to implement further product innovations. The
findings support the objective of developing a management process through which to
implement diverse product innovations. However, by applying management competency
theory to construction there is the perception that this “soft” management approach is out
of place in the construction industry and hence difficult to promote amongst stakeholders.
This form of research is therefore open to social variableswhich require constant external
monitoring to moderate variations.