In this article we utilize grounded theory to explore women’s experiences in the unique construction industry context that followed the 2010 Canterbury (New Zealand) earthquakes. Data were obtained from 36 semi-structured interviews conducted with women working in a variety of occupations in the construction industry. We identify three inter-related categories: capitalizing on opportunity, demonstrating capability and surface tolerance, which together represent a response process that we label ‘deferential tailoring’. The deferential tailoring process explains how women intentionally shape their response to industry conditions through self-regulating behaviors that enables them to successfully seize opportunities and manage gender-related challenges in the working environment. Our findings challenge existing research which suggests that women adopt submissive coping strategies to conform to androcentric norms in the construction industry. Instead, we argue that the process of deferential tailoring can empower women to build positive workplace relationships, enhance career development, and help shift perceptions of the value of their work in the industry.
The skills agenda has grown in prominence within the construction industry. Indeed, skill shortages have been recognised as a perennial problem the construction industry faces, especially after a major disaster. In the aftermath of the Christchurch earthquakes, small and medium construction companies were at the forefront of rebuilding efforts. While the survival of these companies was seen to be paramount, and extreme events were seen to be a threat to survival, there is a dearth of research centring on their resourcing capacity following a disaster. This research aims to develop workforce resourcing best practice guidelines for subcontractors in response to large disaster reconstruction demands. By using case study methods, this research identified the challenges faced by subcontracting businesses in resourcing Christchurch recovery projects; identified the workforce resourcing strategies adopted by subcontracting businesses in response to reconstruction demand; and developed a best practice guideline for subcontracting businesses in managing the workforce at the organisational and/or project level. This research offers a twofold contribution. First, it provides an overview of workforce resourcing practices in subcontracting businesses. This understanding has enabled the development of a more practical workforce resourcing guideline for subcontractors. Second, it promotes evidence-informed decision-making in subcontractors’ workforce resourcing. Dynamics in workforce resourcing and their multifaceted interactions were explicitly depicted in this research. More importantly, this research provides a framework to guide policy development in producing a sustainable solution to skill shortages and establishing longterm national skill development initiatives. Taken together, this research derives a research agenda that maps under-explored areas relevant for further elaboration and future research. Prospective researchers can use the research results in identifying gaps and priority areas in relation to workforce resourcing.
