Tracing client interests in the course of a project: why are some client interests incorporated whereas others are not?

Many construction professionals and policy-makers would agree that client expectations should be accommodated during a building project. However, this aspiration is not easy to deal with as there may be conflicting interests within a client organization and these may change over time in the course of a project. This research asks why some client interests, and not others, are incorporated into the development of a building project. Actor-Network Theory (ANT) is used to study a single building project on a University campus. The building project is analysed as a number of discussions and negotiations, in which actors persuade each other to choose one solution over another. The analysis traces dynamic client engagement in decision-making processes as available options became increasingly constrained. However, this relative loss of control was countered by clients who continued the control over the timing of participants' involvement, and thus the way to impose their interests even at the later stage of the project.

Verbal hygiene in the Hong Kong gay community

This paper explores the status and function of English among gay men in Hong Kong through the analysis of postings about English on a popular gay internet forum. The forum, gayhk.com, while mainly featuring discussions about sex, fashion, entertainment and relationships, also contains a surprising amount of discussion about the English language, mostly taking the form of what Cameron refers to as ‘verbal hygiene’ – the enforcement of language ‘standards’ through the criticism of the language use of particular individuals or groups. The analysis of these postings sees them not just as evidence of language attitudes within the gay community, but also as tools with which Chinese gay men in postcolonial Hong Kong position themselves in relation to one another, in relation to ‘foreign’ gay men, and in relation to the wider population of Hong Kong.