Abstract
The paper reports the results of a comparative research project on the organization of the production of social housing in Great Britain and France. Comparing two matched projects longitudinally using the methodology croiee, the analysis compares and contrasts the structure and process of the two projects. The British project is identified as being characterized by risk shedding, cost control and the externalization of variability, while the French one is characterized by risk sharing, cost reduction and the internalization of variability. Placing the case projects in the context of the contracting systems of the two countries, the three Cs of contracting systems are identified - conception, construction and control. In conclusion, it is argued that it is from the organization of contracting systems that competitive advantage in the emerging European construction industry will be derived.
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