Abstract
Purpose
This study aims to determine and investigate the main causes of construction project delays. Construction projects are more intricate and associated with significant levels of risk owing to cost overruns. These overruns frequently lead to delays, incomplete work or other related challenges. Building delays are a prevalent problem in the building sector of developing nations. These delays prolong the duration of projects and result in increased costs and conflicts among stakeholders. A conceptual model consisting of the factors causing the delays in heating, ventilation and air conditioning (HVAC) projects was developed and tested in this study.
Design/methodology/approach
A comprehensive data collection process was undertaken. A meticulously designed survey was distributed to a diverse cohort of 294 participants, including contractors and sub-contractors from Chennai, Tamil Nadu. The data was collected using stratified sampling, ensuring a representative sample. The data was then analysed using ordinary least squares multiple regression.
Findings
The findings of this study have significant implications for the construction industry. They indicate that factors related to sales, clients, design, procurement, finance and labour all contribute to delays in HVAC projects. Understanding these factors can help stakeholders in the industry to better manage and mitigate project delays.
Originality/value
This study is unique because it is a perceptual study of stakeholders. It provides valuable information for analysing and assessing project performance by identifying the primary causes of HVAC project delays. To the best of the authors’ knowledge, the study conducted on HVAC projects is the first of its kind and hence makes a pivotal contribution to the literature on construction projects. Additionally, the study will assist policymakers and consultants in taking necessary steps to minimize delays.
Keywords
Citation
Devandran, A., Davis, F.J. and Sammanasu Joseph, M. (2024), "Perception of contractors and sub-contractors towards the factors causing delays in heating, ventilation and air conditioning (HVAC) construction projects", Vilakshan - XIMB Journal of Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/XJM-02-2024-0030
Publisher
:Emerald Publishing Limited
Copyright © 2024, Aravindh Devandran, Felicita J. Davis and Michael Sammanasu Joseph.
License
Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
Introduction
The construction industry plays a vital role in the economic development of any country (Osunsanmi et al., 2022), and several studies indicate that the timely completion of construction projects is challenging (Jahanger et al., 2023). The size and complexity of construction projects require the coordination of several dynamic processes and analysis of available information, often resulting in delays in completion (Seresht et al., 2018). Nearly two decades back, Wilkinson (2001) pointed out the problems companies face in managing construction projects. Project management has become a crucial field that enables corporate success and functions as a business ability (Longman and Mullins, 2004). It has significantly evolved from a vaguely defined function that just links the various departments of an organization (Padalkar and Gopinath, 2016). Project management has emerged as a crucial aspect of operations management in several sectors, as organizations can only achieve superior performance (Klitgaard and Gottlieb, 2019). Project management aims to enhance the value of projects by successfully delivering them according to the agreed-upon goals. Regardless of the sector, management has recognized that the management of projects is a critical strategy that may play a prominent part in achieving improved outcomes in dynamic and intricate commercial contexts. Project management is an ongoing activity where managers “struggle every day to keep projects on track on schedule” (Söderholm, 2008, p. 81).
Project managers should be cognizant of “triple constraints” of project management: time, money and quality specifications (Watanabe et al., 2024). The success of projects largely depends on how managers are able to manage these constraints (Pollack et al., 2018). A high level of meticulousness and strategic thinking is necessary to effectively manage these constraints (Fallahnejad, 2013; Zid et al., 2020). Project performance is assessed by considering variables such as duration, expenditure, excellence and client contentment (Giri, 2019). The importance of completing a job on time is generally recognized (Chan and Kumaraswamy, 1997). A delay is an event or situation that extends the duration of a project beyond the specified term in the contract (Kassem et al., 2019). In construction projects, especially those in poor countries, needless delays in project execution are frequently the root cause of problems (Alsuliman, 2019).
Rationale for the present study
Literature is rife with number of studies on the causes of delay in construction projects (Alajmani et al., 2024; Mpofu et al., 2017; Hoque et al., 2023; Sambasivan et al., 2017).
Many studies found that construction project delays occur when the project takes longer than the established timescale specified in the contract. Researchers revealed several causes of delays and contend that these are universal. Researchers also pointed out the consequences of delays. These delays are generally caused by issues related to contractors, consultants or customers (Afshari et al., 2010). Hence, delays are universally recognized as a complex, expensive and common obstacle faced in building projects, presenting a considerable worry for all stakeholders involved. When projects encounter delays, it leads to extra expenses and might give rise to conflicts among the parties involved (Shahsavand, 2018). Construction projects are vulnerable to several factors, including the performance and involvement of stakeholders, binding contracts, ecological and site circumstances and availability of resources (Afshari et al., 2010).
The rationale for the present study stems from a lack of research focusing on HVAC, particularly in the context of a developing country – India. Being the largest country in terms of population, the construction industry plays a pivotal role in economic growth. HVAC projects also create employment opportunities and contribute to the development of infrastructure. It is universally recognized that every building project has risk factors that must not be ignored. The building business's complex organizational and technological elements result in notable hazards (Taroun et al., 2011). A systematic strategy throughout the estimating phase helps reduce the adverse effects of possible risks on a project, such as delays in time, cost and uncertainty. Acquiring a thorough comprehension and identifying the main elements responsible for delays is crucial in ensuring the efficient operation of HVAC constructions. To fill the void, the present study investigates the factors that lead to the delay in HVAC projects. More specifically, this study attempts to provide an answer to the research question (RQ). What are the causes of delay in HVAC projects as perceived by contractors and subcontractors?
Literature review
Literature on project management, especially concerning construction projects, is exhaustive (Gündüz et al., 2013; Hassan et al., 2019; Watanabe et al., 2024). The literature review on the delays of construction projects is very exhaustive. In a recently conducted study in United Arab Emeritus (UAE), the researchers found that delay in project completion was due to several factors: progress payment, change orders by the owner, poor subcontractor performance, and inadequate planning and scheduling by the contractor (Alajmani et al., 2024). Similarly, one study conducted on 102 construction projects in Bangladesh revealed that project delays were due to time overrun, cost overrun, disputes, arbitration and litigation (Hoque et al., 2023). Some researchers argue that construction delays are caused by unrealistic contract durations and poor labour productivity (Mpofu et al., 2017). In a study conducted on 308 employees in the construction industry in Tanzania, the researchers found that cost overruns, disputes and litigations were significant reasons for delays in construction projects (Sambasivan et al., 2017).
Literature review reveals that construction delays are grouped into internal causes (arising from contractors, clients and consultants) and external causes (arising from events beyond the control of any of the parties) (Ahmed et al., 2003; Shahsavand, 2018; Sweis et al., 2008). In a study conducted on construction projects in Malaysia, researchers found that improper planning, poor site management, shortage of materials, labour supply and financial constraints resulted in delays in the completion of projects (Sambasvian and Soon, 2007). Similar studies conducted on construction projects in Saudi Arabia, Assaf and Al-Hejii (2006) found that time overrun was a significant cause of delay in completion. The summary of studies is presented in Table 1.
With regard to HVAC projects, the major problem is with the mechanical aspects which constitute substantial portion of the overall project expenditure. Generally, mechanical construction aspect makes up around 15% of the overall project expenditure, while the electrical construction component contributes an additional 10%. The intricacy of mechanical systems is on the rise, presenting difficulties in understanding, forecasting, arranging, supervising and developing the designs they require (Daryl and Christian, 2007). The electrical, mechanical, plumbing and interior jobs in projects of construction have been reported to provide more obstacles than the building's foundation, structural elements, roofing and external work. The mechanical side of construction endeavours has been shown to be below ideal, resulting in the failure to achieve the project's goals such as meeting deadlines, staying within budget and, occasionally, fulfilling the task scope. The classification of mechanical systems is classified as HVAC – heating, ventilation and air conditioning system; drainage; water supplies system; and fire safety (Riley et al., 2005). HVAC systems are complex integrated systems that simultaneously perform several tasks. An HVAC system maintains the comfort of building occupants by controlling temperature, humidity in the air, airflow and airborne contaminants filtration. Furthermore, it efficiently controls the intake of outside air, the release of exhaust and contaminated air filtering, all while optimizing energy usage. The design aims to provide comprehensive air conditioning, which may include the removal of dust and the introduction of fresh air from outside (Aniekwu and Okpala, 1988). For modern building projects, the start of specific tasks requires the presence of air that has been cooled. Hence, any postponements in the implementation of the HVAC system would inevitably result in corresponding delays in the overall project completion. The importance of mechanical elements in buildings has increased, therefore requiring the extension of research efforts HVAC to include risk assessment. This would ensure that construction managers responsible for managing projects have sufficient training and are well-prepared to handle the needs of the business.
Factors that influence the contractors and sub-contractor’s perception for causes of delays
Identifying the major factors that contribute to construction projects delays, as well as understanding their possible implications, may help improve construction management, increase satisfaction among clients and boost revenues for contracting and construction firms. In their study, Gupta and Kansal (2014) examined the importance of several criteria as assessed by consultants, clients, sub-contractors and contractors. The data indicated a strong correlation between the top 10 parameters and both contractor and job itself. Insufficient research has been conducted to accurately identify the causes of project delays in India, specifically in the context of HVAC projects. However, it is important to note that the findings of research carried out in various countries and project types may not be completely applicable to the specific context and scope of this study. This is because factors such as cultural, legal, social, regulatory and specific to the project considerations may vary between nations and projects (Prasad et al., 2019). Project delays can occur due to a range of factors, such as difficulties in resolving claims, financial difficulties faced by contractors, delays in payment for extra work or changes, late reimbursements from clients to contractors to subcontractors or suppliers, variation orders initiated by the client, and design modifications made by the client (Prasad et al., 2019). Delays in a project can be caused by owners who set unrealistic project durations, allocate excessive provisional amounts and prime cost items, have problems with subcontractors and supplier selection, engage in inconsistent payment practices and request revisions (Ren et al., 2008). The primary factors contributing to delays in construction projects encompass insufficient communication, unfavourable weather conditions, coordination challenges, conflicts among stakeholders, shortages and poor quality of materials, ineffective planning, financial challenges, delays in funds, limited availability of equipment, lack of expertise or skills among project stakeholders, lack of labour resources and inappropriate site management techniques (Durdyev and Hosseini, 2020). Bekr (2018) states that the main factors causing delays in HVAC projects include a lack of knowledge and skill in sales, wrong materials estimation and ambiguous payment conditions of contractors. Delays in a project can be caused by owners who set unrealistic project durations, allocate excessive provisional amounts and prime cost items, have problems with subcontractors and choice of suppliers, engage in inconsistent payment techniques and request revisions. Client-related factors such as an impractical project timeline, sluggish decision-making process, bureaucratic administrative procedures, payment inconsistencies and alterations in project requirements are commonly encountered (Ren et al., 2008):
Sales-related factors have a significant impact on perception of contractors and sub-contractors on factors causing delays in HVAC projects.
Client-related factors have a significant impact on perception of contractors and sub-contractors on factors causing delays in HVAC projects.
Sambasivan and Soon (2007) did research on the factors that contribute to delays of construction projects in Malaysia. Approximately 150 individuals participated in the survey. This analysis has effectively determined the 10 most influential elements that contribute to delay, based on a thorough compilation of 28 separate reasons. In addition, six delay impacts were found as well. The main factors that contributed to the outcome were identified as: inadequate planning by the contractor, subpar site management, lack of expertise, readily available equipment and tools, limited availability of materials, poor communication and oversights made during the construction stage. Construction project delays are a substantial concern because of their intricate, expensive, and precarious characteristics (Assaf and Al-Hejji, 2006). Causes relating to clients encompass unrealistic project length, discrepancies in payment and alterations in project guidelines. Consultants can also influence project schedules by causing delays in the production of drawings, quality control processes, and test authorization. In Florida, Stumpf (2000) did a research study with the objective of identifying the crucial characteristics that lead to delays in the building business. The main aim of this inquiry is to determine the viewpoints of different stakeholders on the causes of delays, the allocation of responsibilities and the specific types of delay. The research suggests that consultants play a crucial role in managing design-related delays by supervising the design process in partnership with the client:
Design-related factors have a significant impact on perception of contractors and sub-contractors on factors causing delays in HVAC projects.
Procurement-related factors have a significant impact on perception of contractors and sub-contractors on factors causing delays in HVAC projects.
Finance-related project delays can stem from a range of factors, such as difficulties in fixing claims, financial difficulties faced by subcontractors or clients, delays in payment for additional work or modifications, late payments coming from contractors to subcontractors, variation orders initiated by the client and design modifications made by the client (Prasad et al., 2019). Furthermore, the study has noted that the effect of late payments on the duration of project completion varies from one factor to another investigated, including designing and internal factors. Furthermore, delays in projects are linked to various notable factors, such as ineffective site supervision, impractical project plans, a scarcity of proficient workforce, labour absence, alterations in design or revision due to construction errors and accidents resulting from inadequate site safety supervision (Mbala et al., 2019):
Financial factors have a significant impact on perception of contractors and sub-contractors on factors causing delays in HVAC projects.
Labour-related factors have a significant impact on perception of contractors and sub-contractors on factors causing delays in HVAC projects.
The conceptual model is presented in Figure 1.
Methods
A well-crafted and ideally designed online survey was used to get primary data. This study used a stratified sampling method to collect data from HVAC construction firms' sub-contractors and contractors in Chennai, Tamil Nadu (India). We included heterogeneous respondents from diverse educational backgrounds, age groups and experience levels to ensure representativeness. This measure was implemented to improve the generalizability of the research. Data was collected through the distribution of an online survey. The duration of the survey is May 2023 to Nov 2023. The people who responded were also notified about the confidentiality of their replies and the disclosure of their identities. A total of 310 surveys were gathered. After filtering for missing or unfit entries, 294 valid data points were identified. We tested the non-response bias by comparing the first 50 respondents with the last respondents and found no statistical difference between these two groups.
Demographic profile
The participants' socio-demographic profile is outlined below: The study's sample were 88% male and 12% female participants. In total, 49.3% of the population belongs to the age range of 34–44 years, while 15.4% are identified as being above 45 years old. Out all the responders, 67% were post-graduate, while 33% have completed under graduation. A total of 67.1% of the individuals belonged to the sub-contractor group, while 32.9% were classified as contractors. In total, 56.1% possess a work experience ranging from 6 to 10 years, while 13.6% have accumulated over 10 years of professional experience. Additionally, 30.3% possess less than 5 years of experience. A significant majority of respondents, 78.2%, have said that building delays frequently lead to the transformation of profitable initiatives into unprofitable projects, as mentioned in Table 2.
Sampling adequacy test
Several factors were excluded from the research due to their lack of significance, as determined using a combination of factor analysis and multiple regression analysis. Table 2 displays the use of Bartlett’s test and KMO for evaluating the selection method. The sample appropriateness, as specified by KMO, should exceed 0.5. However, the study findings indicate that in this particular example, it is 0.842. This information is thus highly significant were presented in Table 3.
Measures
The primary instrument used for data collection was the questionnaire. The development of this study was based on a comprehensive examination of the existing literature (Odeh and Battaineh, 2002; Indhu and Ajai, 2014; Varghese and Varghese, 2015). A Likert scale, consisting of five response options ranging from “strongly disagree” to “strongly agree,” was employed to assess these characteristics. All socio-demographic characteristics were considered and included in a distinct part of the questionnaire. The research used six independent variables, in addition to statements pertaining to the respondents' perceptions of elements relating to sales, financials, procurement, clients, design and labour. The presumed perception of the sub-contractor is considered as the dependent variable.
Analysis
The data is processed with the programme SPSS 23. The respondent's socioeconomic backgrounds were examined using frequency and percentage analysis. The hypotheses testing was done using ordinary least squares method of regression.
Confirmatory factor analysis
Following the recommendations of Anderson and Gerbing (1988), we followed two-step approach. In the first step, we checked the measurement model and performed CFA. The results of CFA were mentioned in Table 4.
As can be seen in the table, the reliability coefficients of all the constructs were well above the acceptable levels of 0.70. The factor loadings of indicators to all constructs were above 0.70. The loadings ranged from 0.74 to 0.94. The average variance extracted estimate (AVE) for all the constructs were over acceptable levels of 0.50 (Hair et al., 2014). These statistics provide discriminant validity.
Hypotheses testing
The hypotheses were tested using regression. The results of regression are presented in Table 5.
The regression coefficient of sales-related factors on contractors and subcontractors perception of delay in construction projects was positive and significant (β = 0.402; t = 8.12; p < 0.001), thus supporting H1.
H2 predicts that client-related factors are positively and significantly related to contractors and sub-contractors perception of delay in construction projects. The regression coefficient of client-related factors was positive and significant β = 0.393; t = 7.32; p < 0.001), thus supporting H2. Similarly, the regression coefficient of design-related factors (β = 0.438; t = 6.47; p < 0.001), procurement-related factors (β = 0.393; t = 8.86; p < 0.001), finance-related factors (β = 0.379; t = 9.86; p < 0.001) and labour-related factors (β = 0.387 t = 8.12; p < 0.001), thus supporting H3, H4, H5 and H6. The regression model was significant and explained 78.1% change in the dependent variable (i.e. perception of delays by contractors and subcontractors) because of these six independent variables [F (6,287) = 64.95; p < 0.001; R2 = 0.781; adj R2 = 0.773]. These statistics provide validity to the conceptual model presented in Figure 1.
Discussion
The objective of the research is to identify the factors that contribute to occurrence of delays in HVAC projects. A conceptual model was developed and tested with data collected from 294 respondents involved in HVAC projects. The hypothesized relationships have been tested with regression, after verifying the psychometric properties of the survey instrument. The results validated the model.
Firstly, the findings suggest that sales-related factors are significantly and positively related to delays in construction as perceived by the contractors and subcontractors (H1). This finding is consistent with several studies in the literature (Gündüz et al., 2013; Jahanger et al., 2023; Osunsanmi et al., 2022). Secondly, the results also indicate that client-related factors are instrumental in delays in the completion of HVAC projects (H2); the finding corroborates with several studies conducted worldwide (Alajmani et al., 2024; Hoque et al., 2023; Sambasivan et al., 2017). Thirdly, this study documented that design-related factors contributed to the delay in the completion of HVAC projects (H3), a finding consistent with several studies conducted in the past (Klitgaard and Gottlieb, 2019; Pollack et al., 2018; Watanabe et al., 2024). As customers' preferences are constantly changing with regard to design, it is more likely that these changing preferences might cause delays.
A fourth key finding from this study is the positive association of procurement-related factors causing delays in the completion of HVAC projects (H4), which corroborates with the previous studies conducted in construction related to transportation and other sectors (Osunsanmi et al., 2022; Seresht et al., 2018). Recent studies conducted after the global pandemic revealed that procurement-related problems have increased in alarming proportions, resulting in indefinite delays in some cases (Ayat et al., 2023). Fifth, finance-related factors are positively and significantly related to the delays in completing HVAC projects (H5). Finance is the most critical factor that causes delays in any project, and HVAC is no exception. Several studies found that inadequate finance and delay in sanctioning required finance cause delays in implementing projects successfully (Padalkar and Gopinath, 2016; Watanabe et al., 2024; Wilkinson, 2001). A sixth key finding of this study is the positive association of labour-related problems resulting in delays in the completion of HVAC projects (H6). Though India is a labour-rich country, sometimes, a shortage of efficient labour may result in undue delays. Overall, the findings reveal that all six variables significantly contribute to the delays in the completion of HVAC projects in India.
Practical implications
The findings from this study have several implications for the practicing managers dealing with projects in general and HVAC projects in particular. Firstly, as project managers struggle everyday to complete the projects on schedule (Soderholm, 2008), the findings suggest recommendations to avoid delays. The managers should be cognizant that HVAC projects are significantly affected by various key factors, such as financial challenges experienced by suppliers, delays in getting approval for finished projects, late materials delivery, insufficient site organization and coordination between numerous stakeholders and inadequate resource allocation and inaccurate project duration estimates (Sanni-Anibire et al., 2022). Secondly, project managers should carefully monitor the impact of changes in design, consultant ineffectiveness, poor contract management, insufficient site investigation and slow inspection, on project completion. As pointed out by earlier scholars, incomplete designs, complications in approval, inadequate agreements, modifications in designs and complicated inspection processes are significant contributors to these delays. (Afshari et al., 2010; Ren et al., 2008). Therefore, manages need to take feedback at regular intervals and monitor the progress of the projects. Thirdly, project managers need to manage the labour force and see that shortage of labour will not adversely affect the project completion. It is understandable that lack of unskilled labourers, low productivity of labour and interpersonal issues among workers are common challenges that contribute to project delays. The worldwide construction industry has a significant challenge due to the limited availability of manpower (Kikwasi, 2008). The scarcity of resources on-site and the delayed supply of materials are recognized as major factors causing project delays (Singh et al., 2018). The study's results can guide the formulation of policies and initiatives aimed at reducing delays in HVAC projects. The responsible authority might develop policies to prevent delays and enhance the project's efficiency and on-time completion by addressing these highlighted causes.
Limitations and scope for future research
This study is not without any limitations. Firstly, this is a cross-sectional study based on survey-method and hence the inherent problems of common method bias and social desirability bias are inescapable. However, to address the common method bias, we conducted Harman’s one-factor method and found that a single factor accounted for less 50% variance, suggesting that common method bias is not a problem. To counter the social desirability problem, we assured respondents about the anonymity of the responses. Secondly, the present study was based on small sample and the respondents were from southern India. Future researchers may investigate various other geographical locations, with different samples like clients, consultants, engineers etc. Thirdly, we considered only six important variables that may cause delays in completion of HVAC projects. Future researchers may delve into some mediator/moderator variables that may influence the relationships between factors causing delays in projects. Fourthly, this study was conducted with reference to a developing nation, India. Future studies may compare between developed and developing nations with regard to the reasons for delays in HVAC projects. Fifthly, future studies may also engage in longitudinal research on HVAC projects.
Conclusion
This paper aims to identify the problems associated with the completion of completion of projects, especially with reference to a developing country, India. This paper also offers recommendations for the improvement in the timely completion of construction projects. Due to increase in size and complexity of HVAC projects, project managers need to coordinate various activities so that projects are completed on time. Though managers are confronted with asymmetric and incomplete information and rely on available information, it is more likely that delays are caused unwittingly. To avoid delays, it is essential for the project managers to be proactive and manage construction projects efficiently by closely monitoring the factors that cause delays. The present paper underscores the importance of identification and investigation of factors leading to delays.
Figures
Figure 1.
Conceptual model
Summary of various studies on project and construction management
| Study | Objective | Focus | Findings and recommendations |
|---|---|---|---|
| Pollack et al. (2018) | To explore the concept of iron triangle and how it has changed over the last four and half decades | This is a comprehensive study that examined 109,804 records from 1970 to 2015 in the field of project management and explored the relationships between three constraints (time, cost and quality) | It was found that time and cost were two stable parts of iron triangle, whereas “quality” has undergone radical change. The researchers recommended that quality has several dimensions: product quality, process quality, design quality etc. |
| Watanabe et al. (2024) | To study the effect of triple-constraints (time, cost and quality) project success | In addition to direct effects of triple constraints, the role of organizational support as a moderating variable is examined in construction projects | It was found that completion of projects largely depends on the effective project management practices and organizational support |
| Jahanger et al. (2023) | To investigate the productivity challenges in construction industry in the USA | Macro-economic and industry level variables | Field labour and management productivity at the project levels have been declining. The study recommends use of technology (project management software) to improve productivity |
| Osunsanmi et al. (2022) | To implement supply-chain management principles to construction industry. | Adoption of technologies driven by fourth industrial revolution (4IR) | Proper implementation of supply chain management results in cost-time-and material savings in construction industry. It was revealed that in developing countries (e.g. South Africa and Ghana), the implementation of construction supply chain was not successful because of adoption of culture of developed countries |
| Seresht et al. (2018) | To coordinate dynamic processes in construction and engineering projects using multi-criteria decision-making simulation | Identification of fuzzy-hybrid techniques to overcome challenges in construction industry | Researchers recommend combining human capabilities with fuzzy logic to remove the limitations of traditional problem-solving techniques |
| Wilkinson (2001) | To analyse the problems encountered by project managers in construction industry | Project management companies in New Zealand were studied. The focus was on project managers’ relationships with clients | It is suggested to maintain smooth relationships with clients to improve the productivity in construction industry |
| Longman and Mullins (2004) | To identify the fundamentals of project management | This is a conceptual paper that highlights the steps in successful project management, which is applicable to construction industry too | It is essential to make the systems and procedures user-friendly and make the project management practical and useful |
| Padalkar and Gopinath (2016) | To provide overview of six decades of research in project management and identify future research agenda | This is a bibliometric research that identifies various new streams of research and various themes and these are applicable to construction industry | Multiple paradigms have been identified and determinism, empiricism and non-determinism are three streams |
| Klitgaard and Gottlieb (2019). | To investigate the strategy-as-a practice in construction industry | An exploratory study by summarizing several peer-reviewed articles and identify the gaps between strategizing and project management practices | It was found that project management practices were adequate in stable environment whereas strategizing is essential in chaotic and changing environments |
| Zid et al. (2020) | To investigate the factors contributing to the success of projects | The three-constraints (time, cost and quality) are emphasized | It is recommended that project success depends on the integration of these three variables in such a way that the stakeholders are benefited |
| Gündüz et al. (2013) | To identify the factors resulting in construction delays | This study used Ishikawa (fishbone) diagram to unravel various factors in delays in completion of construction projects | In total, 83 delay factors were grouped into nine categories and the researchers suggested measures to solve the problem of delays |
| Hassan et al. (2019) | To investigate the size effects of time, cost, and quality management in building projects in Malaysia | The reasons for poor building projects, collapse of previous buildings, budget inadequacy and their impact on project completion | The results suggest that the time, cost and quality have significantly influenced the project completion |
| Alajmani et al. (2024) | To investigate project delays in United Arab Emeritus during the global pandemic | Literature review was done to identify the factors of delays | The researchers found 40 causes of delays and the top five include: award of the project to the lowest bidder, delays in payments, ineffective planning, change in the order by the owners, and poor performance of subcontractors |
| Mpofu et al. (2017) | To explore the reasons for project delays in construction industry in United Arab Emeritus | The focus was on three key stakeholders: clients, contractors and consultants | The key stakeholders engage in blame game for the project delays. It is suggested that these stakeholders need to change their practices to reduce delays that cause low labour productivity |
| Hoque et al. (2023) | To identify the reasons for the causes of delays in construction industry in Bangladesh | Focus on potential delay factors and rank the top five factors causing delays in construction projects | Out of 40 factors causing delays, the top five factors were: cost overrun, time overrun, disputes, arbitration and litigation |
Source: Table created by authors
Respondents' sociodemographic characteristics
| S. no. | Particulars | n = 294 | % |
|---|---|---|---|
| 1 | Gender | ||
| Male | 259 | 88 | |
| Female | 35 | 12 | |
| 2 | Age | ||
| 24–33 years | 104 | 35.3 | |
| 34–44 years | 145 | 49.3 | |
| Above 45 years | 45 | 15.4 | |
| 3 | Graduation | ||
| UG | 96 | 33 | |
| PG | 198 | 67 | |
| 4 | Category | ||
| Contractor | 97 | 32.9 | |
| Sub-contractor | 197 | 67.1 | |
| 5 | Experience | ||
| Less than 5 years | 89 | 30.3 | |
| 6–10 years | 165 | 56.1 | |
| Above 10 years | 40 | 13.6 | |
| 6 | Construction delays can lead to the transformation of successful firms into unprofitable ones | ||
| Yes | 230 | 78.2 | |
| No | 10 | 3.4 | |
| Maybe | 54 | 18.4 |
Source: Table created by authors
Bartlett's and KMO test
| KMO sampling adequacy test | 0.862 |
| Bartlett Test | |
| Chi-square (Apx) | 11463.793 |
| df | 451 |
| Sig. | 0.000 |
Source: Table created by authors
Confirmatory factor analysis
| Constructs | Cronbach’s Alpha |
Standardized loadings (λyi) | Reliability (λ2yi) | Variance (var (Ɛi)) |
Average variance extracted estimate Ʃ (λ2yi)/ [(λ2yi) + (Var(Ɛi))] |
|---|---|---|---|---|---|
| Sales | 0.816 | 0.73 | |||
| Poor estimation of materials | 0.94 | 0.88 | 0.12 | ||
| Inaccurate payment terms | 0.85 | 0.72 | 0.28 | ||
| Lack of technical skills in bidding and tender | 0.82 | 0.67 | 0.33 | ||
| Lack of clarity | 0.84 | 0.71 | 0.29 | ||
| Poor cost estimation | 0.83 | 0.69 | 0.31 | ||
| Client | 0.858 | 0.73 | |||
| Delays in payments | 0.76 | 0.58 | 0.42 | ||
| Delays in site delivery | 0.83 | 0.69 | 0.31 | ||
| Delays in rectifying errors in documentation | 0.90 | 0.81 | 0.19 | ||
| Slow decision-making | 0.92 | 0.85 | 0.15 | ||
| Site supervision authority limited | 0.86 | 0.74 | 0.26 | ||
| Design | 0.845 | 0.73 | |||
| Insufficient information | 0.85 | 0.72 | 0.28 | ||
| Delayed delivery of design | 0.83 | 0.69 | 0.31 | ||
| Reworks due to changes | 0.82 | 0.67 | 0.33 | ||
| Communication gap | 0.91 | 0.83 | 0.17 | ||
| Procurement | 0.823 | 0.78 | |||
| Late ordering and delay in delivery | 0.84 | 0.71 | 0.29 | ||
| Lack of skilled resources | 0.94 | 0.88 | 0.12 | ||
| Transportation issues | 0.86 | 0.74 | 0.26 | ||
| Low productivity | 0.89 | 0.79 | 0.21 | ||
| Financial | 0.847 | 0.73 | |||
| Late payment | 0.87 | 0.76 | 0.24 | ||
| Insufficient funds | 0.78 | 0.61 | 0.39 | ||
| Poor forecasting | 0.84 | 0.71 | 0.29 | ||
| Cost over runs | 0.86 | 0.74 | 0.26 | ||
| Economy slowdown | 0.92 | 0.85 | 0.15 | ||
| Labour | 0.839 | 0.68 | |||
| Shortage of resources | 0.80 | 0.64 | 0.36 | ||
| Shortage of skilled labour | 0.75 | 0.56 | 0.44 | ||
| Unexpected strikes | 0.86 | 0.74 | 0.26 | ||
| Low productivity | 0.88 | 0.77 | 0.23 | ||
| Communication gaps | 0.84 | 0.71 | 0.29 |
Source: Table created by authors
Results of regression
| Dependent variable -→ | Contractors and Sub-contractors’ perception of delays | |||
|---|---|---|---|---|
| Independent variables | β | S. E | ‘t’ values | ‘p’ values |
| Sales (H1) | 0.402*** | 0.044 | 8.120 | 0.001 |
| Client (H2) | 0.393*** | 0.041 | 7.323 | 0.001 |
| Design (H3) | 0.438*** | 0.045 | 6.472 | 0.001 |
| Procurement (H4) | 0.393*** | 0.042 | 8.864 | 0.001 |
| Finance (H5) | 0. 379*** | 0.043 | 9.862 | 0.001 |
| Labour (H6) | 0.387*** | 0.042 | 8.453 | 0.001 |
| R2 | 0.781 | |||
| Adj R2 | 0.773 | |||
| F | 64.958*** | |||
| df | 6,287 | |||
***p < 0.001
Source: Table created by authors
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Further reading
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Rachid, Z., Toufik, B. and Mohammed, B. (2019), “Causes of schedule delays in construction projects in Algeria”, International Journal of Construction Management, Vol. 19 No. 5, pp. 371-381, doi: 10.1080/15623599.2018.1435234.
Acknowledgements
Conflicts of interest: It has been stated by the author that there are no potential conflicts of interest associated with the publishing of this manuscript.