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A change order is an order from an employer authorizing a variation. Success in managing change orders results in uninterrupted construction operations and an agreed final project cost as well as duration. One of the methods to manage change orders is to establish good communication and cooperation among project team members. Success of this method can be enhanced by developing and utilizing a web‐based change order management system that supports documentation practice, communication and integration between different team members in the change order workflow. This paper discusses our web‐based project management system, change order management system (COMS), to manage change orders using the Internet. In order to show COMS’ potential benefits, a test case was conducted for comparing the COMS with the conventional practice of change order management.

Although many health and safety (H&S) studies have widely examined safety risk perception in the construction industry, few studies have explored how this perception influences site workers' risk-taking behaviours during construction. This study aims to examine how construction site workers perceive and judge safety risks in risk-taking behaviours of site workers for intervention safety policy framework that may encourage safe work.

The study employed Pictorial-based Q-Methodology, which documented 63 picture scenarios of risk-taking behaviours from building sites and submitted them for validation from H&S inspectors. In total, 33 pictures emerged as having great potential to cause harm. After using these 33 pictures to elicit data from randomised site workers, the study used Frequency Tabulation, Relative Importance Index (RII) and Kruskal–Wallis Test to analyse the collected data. To fully explain the analysed data for deeper understanding, the study conducted Focus Group Discussions (FGDs) with these site workers to share the thoughts of site workers on these pictures.

Two distinctive pictures emerged from these analyses: one showing risk-taking behaviour likely to contract internal and skin disease and the other likely to fall from height. One of the implications is that construction site workers are unfamiliar with the dangerous contaminants in the materials the site workers use to work, which can potentially harm the site workers' skin and internal organs. Hence, site workers continue engaging in risk-taking behaviours. The other is that site workers are aware of and can mention catastrophic physical injuries attached to site workers' jobs. However, site workers continue engaging in risk-taking behaviours because of site workers' safety plights and rely on the favour and mercies of a supreme being as coping strategies to escape from these physical injuries.

This study is original in that the study uses picture scenarios of risk-taking behaviours to amass an empirical-based understanding of how site workers perceive and respond to H&S risks during construction. This piece of evidence is missing in the numerous research studies in this area. Again, the findings contribute to the state-of-the-art literature regarding risk-taking behaviours on construction sites.

Safety planning in construction project management is separated from other planning functions, such as scheduling. This separation creates difficulties for safety engineers to analyse what, when, why and where safety measures are needed for preventing accidents. Another problem occurs due to the conventional practice of representing project designs using two‐dimensional (2D) drawings. In this practice, an engineer has to convert the 2D drawings into three‐dimensional (3D) mental pictures which is a tedious task. Since this conversion is already difficult, combining these 2D drawings with safety plans increases the difficulty. In order to address the problems, 4DCAD‐Safety is proposed. This paper discusses the design and development of 4DCAD‐Safety application and testing its usefulness in terms of assisting users in analysing what, when, where and why safety measures are needed.

Previous research studies have testified that safety culture positively affects safety performance. However, the progression by which safety culture affects safety performance has not yet been examined. Also, how safety culture affects the overall safety performance at different levels of the organization is yet to be explored. In order to address this issue, the purpose of this paper is to study the effect of multilevel safety culture upon safety performance over time.

A conceptual causal-loop diagram is constructed using the group model building approach to establish the relationship between safety culture components (e.g. psychological, behavioral and situational) and the factors associated with safety performance (e.g. risk level, safety behavior, unsafe conditions, unsafe acts and incident rate). Considering the dynamic nature and intricacy of the safety management system, the system dynamics approach has been employed to develop the model.

The results indicate that the safety culture at the tactical level (middle management) and operational level is much more effective than strategic level (top management) in ameliorating the safety performance of the organization.

The scope of this study is limited to the effect of multilevel safety culture on safety performance. The focus is on the dynamics of personal, behavioral and situational factors of top management, middle management and workers to reinforce the safety performance of the organization. Future research can be protracted to build other models of safety.

First and foremost, the findings summarized in this paper can be implemented by organizations to achieve the total safety culture to upgrade safety performance.

This paper presents the holistic view of multilevel safety culture in an organization’s hierarchy. It shows how multilevel level safety culture in an organization interacts with the safety management system to enhance the safety performance of the organization.

Work on construction sites involves individuals with diverse character, temperament,age, physical strength, culture, religion and experience level. A good number of these individuals are also alleged to involve themselves in substance and alcohol abuse due to the physically demanding nature of their work. These could promote the prevalence of violence on construction sites which could in turn affect safety on construction sites. However, there is a lack of empirical insight into the effect of violent behaviour and unsafe behaviour on construction sites. This study therefore pioneers an empirical inquiry into the relationship between violent behaviour and unsafe behaviour on construction sites.

Seventeen violent behaviours and 15 unsafe behaviours were measured on 12 construction sites among 305 respondents using a structured questionnaire. A total of 207 valid questionnaire responses were collected from site workers. Partial least square–structural equation modelling (PLS-SEM) technique was used to examine the relationship between violent behaviour and unsafe behaviour.

The results indicate that there is a significant positive relationship between violent behaviour and unsafe behaviour on construction sites.

The findings from this study provide valuable insight into a less investigated dimension of the problem of construction site safety management. A focus on attitudinal issues such as how workers relate toward others and toward self should be an important consideration in safety improvement interventions on construction sites.

The objectives of this paper are to examine the impact of psychological contract on project performance in private construction projects and to investigate if the positive effect of psychological contract on project performance can be mediated by inter-organisational teamwork.

Multiple regression analysis and mediation analysis were applied in this study to conduct the proposed hypotheses. Data were collected via questionnaire surveys from the construction professionals working for contractor firms on private construction projects.

The result of the multiple regression analysis indicated that psychological contract between contractors and owners is significantly related with project performance in construction projects. This study examined five psychological contract components, but the most important element was found as trust which can influence every aspect of project performance. Fairness is another key factor that can improve project performance in terms of budget and quality. Further, the findings of the mediation analysis revealed that inter-organisational teamwork has a mediating effect on the relationship between psychological contract and project performance.

This paper presents the important role of psychological contract between contractor and owner organizations in construction projects that can affect project performance. The study also highlights the significance of inter-organisational teamwork as a mediator to the relationship between psychological contract and project performance.

Engineering-procurement-construction (EPC) projects in the oil and gas industry are special projects involving diverse cultures, behaviours and complexity in global business. Among these elements, culture is a crucial factor contributing to project performance. Several studies have been conducted on culture and its impact on project performance, especially in construction. However, studies on the cultural factors affecting EPC projects have not yet been carried out, especially for projects in the oil and gas industry. Thus, this study aims to explore and identify the cultural factors that affect the performance of oil and gas EPC projects in Vietnam.

In all, 60 people with experience in EPC projects were interviewed for the study. Axial and selective coding were used to build the final grounded theory.

The research findings show that the main cultural factors affecting the performance of EPC projects are leadership, organisation, planning, communication, human resources, goal and orientation.

This study provides empirical evidence for the importance of cultural factors that affect the success of EPC projects. It can serve as a guide on how to manage EPC projects and how to overcome the cultural difficulties in oil and gas EPC projects in Vietnam.

The construction industry is considered one of the most dangerous industries especially in developing countries such as Egypt. Although safety in Egypt is regulated by mainly four pivotal legislations, namely, Law No. 12 (2003) and Ministerial Decrees No. 211, 126 and 134, construction accident records in Egypt are high. Accordingly, this paper aims to develop a framework to activate the health and safety regulations in the Egyptian construction industry.

To achieve this aim, a research methodology consisting of a literature review and a survey questionnaire was developed to accomplish three objectives. First, a literature review was used to identify the causes of site accidents and strategies adopted in different countries to improve and enforce safety, safety roles of stakeholders. Second, a survey questionnaire was conducted with a representative sample of large- and medium-sized construction firms in Egypt to examine their perception of the causes of site accidents. Finally, a framework was developed to activate the health and safety regulations in the Egyptian construction industry.

The research identified 16 causes of construction site accidents. These causes were classified into three categories based on the party responsible for the occurrence of site accidents, namely, workers, organization management and government. Results of data analysis showed that “lack of housekeeping” and “lack of governmental inspection for safety” were ranked the highest causes of site accidents in the Egyptian construction industry, whereas “inefficiency of old safety equipment or no safety equipment at all” and “reluctance to input resources for safety” were ranked the least causes.

This research provides valuable information about the nature of the construction industry with a particular focus on site accidents, causes and impacts of construction site accidents. The study highlighted the safety roles of the Egyptian Governmental bodies in Egypt to improve and enforce safety. The research tackled a topic that received scant attention in construction literature especially in the Egypt context. The framework presented in this paper represents a synthesis that is important and adds value to the knowledge in a manner that has not previously occurred in the Egyptian construction industry.

Downtime resulting from equipment failure is a major problem consistently faced in highway construction. Since managing construction equipment is tightly connected to various activities and parties inside as well as outside of the firm, failure to account for this fact invariably causes downtime to be even more severe. Variation in equipment management practices is thus, indeed, a root cause of the dynamics of machine downtime. This study is intended to address key dynamic features of heavy equipment management practices and downtime in small to medium highway contracting firms and propose policies for equipment performance improvement.

Face‐to‐face interviews with equipment managers from five different small to medium highway construction companies in Thailand were conducted. Data were analysed using a system dynamics (SD) simulation approach.

To overcome downtime problems, contractors need to understand the dynamics of downtime as well as its influential factors, and thus manage their equipment as a dynamic process rather than one that is static. Based on the simulation, various policies are proposed to improve the performance of heavy equipment for small to medium highway contractors.

The research is of value in facilitating better understanding on the dynamics of equipment management practices and downtime as well as their interdependency.

Organizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more important can hardly be judged. To manage contradicting dynamics, today’s managers can adopt the paradoxical leadership approach. We build a theoretical model to investigate the influence of paradoxical leadership on multi-dimensional project agility (proactivity, adaptability, and resilience), and multi-dimensional project success (management, investment, and ownership success).

Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (N = 209), we performed covariance-based structural equation modeling to test the conceptual model.

The findings show that (1) paradoxical leadership has a significant positive impact on megaproject success, (2) paradoxical leadership has a significant positive influence on project agility, (3) project agility has a significant positive effect on megaproject success, and (4) project agility has a significant effect that mediates the link between paradoxical leadership and megaproject success. This research provides a theoretical and practical comprehension of paradoxical leadership with a new perspective on megaprojects.

This study provides an extension of the existing studies on paradoxical leadership and identifies the role of contradicting dynamics and their impact on multiple facets of megaproject success. It not only clarifies the relationship between paradoxical leadership and megaproject success, but also identifies the mediating role of project agility that can play an effective role in mobilizing success in megaprojects.