A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Why landscape architects should embrace landscape performance evaluation—The “market” perspective of landscape development
This paper explores the necessity for landscape architects to adopt landscape performance evaluation through the lens of George Akerlof’s “market for lemons” theory. The “market for lemons” theory, which addresses the degradation of product quality due to information asymmetry and a lack of information, is applied to landscape architecture to highlight similar underlying challenges in the discipline and the industry. The lack of practices assessing the actual performance of built landscape projects prevents landscape architects from explicitly and persuasively communicating their true value to clients, resulting in a “market” saturated with low-investment projects that focus on low-value aspects of landscape architects’ work, or "lemons". This paper argues that implementing performance evaluation can mitigate these issues by providing empirical evidence of project benefits, thereby reducing information asymmetry and the lack of information, and fostering a market for high-quality landscape projects, or "peaches." We argue that by embracing performance evaluation, landscape architects can enhance the transparency of their projects’ performance and contribute to the disciplinary rigour. This shift is crucial for the profession’s growth and its ability to address contemporary environmental and socio-cultural challenges effectively.
Why landscape architects should embrace landscape performance evaluation—The “market” perspective of landscape development
This paper explores the necessity for landscape architects to adopt landscape performance evaluation through the lens of George Akerlof’s “market for lemons” theory. The “market for lemons” theory, which addresses the degradation of product quality due to information asymmetry and a lack of information, is applied to landscape architecture to highlight similar underlying challenges in the discipline and the industry. The lack of practices assessing the actual performance of built landscape projects prevents landscape architects from explicitly and persuasively communicating their true value to clients, resulting in a “market” saturated with low-investment projects that focus on low-value aspects of landscape architects’ work, or "lemons". This paper argues that implementing performance evaluation can mitigate these issues by providing empirical evidence of project benefits, thereby reducing information asymmetry and the lack of information, and fostering a market for high-quality landscape projects, or "peaches." We argue that by embracing performance evaluation, landscape architects can enhance the transparency of their projects’ performance and contribute to the disciplinary rigour. This shift is crucial for the profession’s growth and its ability to address contemporary environmental and socio-cultural challenges effectively.
Why landscape architects should embrace landscape performance evaluation—The “market” perspective of landscape development
Guanyu Chen (author) / Jacky Bowring (author) / Shannon Davis (author)
2024
Article (Journal)
Electronic Resource
Unknown
Metadata by DOAJ is licensed under CC BY-SA 1.0
Early landscape architects who weren't `landscape architects'
| British Library Online Contents | 2014
Early landscape architects who werent landscape architects
| Online Contents | 2014
Early landscape architects who weren’t ‘landscape architects’
| Taylor & Francis Verlag | 2014
Early landscape architects who weren’t ‘landscape architects’
| British Library Online Contents | 2014