CONCLUDING REMARKS

Two project stages have been briefly analysed above, applying different theoretically based technology concepts to empirical circumstances observed at the Great Belt Fixed Link. As indicated on page above, this methodology can be expanded to succeeding project stages. Thus in innovation economics theory can be identified concepts relevant to the structuring of firm’s handling of technology during production/construction. For instance Schumpeter’s notion of technological innovation in relation to the behavioural patterns of two basic manager profiles, with the classical "entrepreneur’s" innovative drive under high uncertainty as very characteristic for construction. Bessant (1993) furthermore concludes that efficient technology management in production depends on profound comprehension of technology itself and of all its aspects. Poor management in the process of technological change, for instance concerning the organisational adaptation to a specific technology is a basic problem, frequently observed also at the Great Belt. Bessant recommends continuous investigations, eventually leading to the "learning organisation", as important provisions. Also theories of industrial sociology contributes to the understanding of technology implementation on firm level. Under the concept of "social constitution" are defined central policies, rules and norms influencing employees’ behaviour, motivation and productivity (Clausen & Olsén 1994). The cultural divergencies of these are of course a central aspect, generally urgent in the temporary organisations of construction and in particular evident in the international consortia at the Great Belt. However fragmented this analytical approach appears at this level of conceptualisation, it does provide an initial insight into the chaotic driving forces of a large construction project. In this way it represents an almost symbolic interpretation of the atomised construction process, during which a multiplicity of independent actors and interest deploy their planning and management paradigms. Technology management is becoming increasingly urgent with the growing complexity of projects. Knowledge about properties and demands of specific technologies are equally important on high and low levels in project organisations and in firms, and must be operationalised if project success and competitiveness is to be achieved. An elaborated methodology seeking to refine the coordination of different management views and their corresponding disciplines such as indicated above, can hopefully contribute to this strategy.