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This paper aims to examine four key management processes, namely, communication, coordination, decision-making and knowledge-sharing, to determine how these impact on transportation infrastructure project success. The context for this study is the construction of a major highway in the United Arab Emirates.

Multiple sources of data are used in this case study that include the following: examination of various documents relating to the project in question; interviews with ten key stakeholders involved with the construction of the project; observations made during the site visit and interviews conducted with four site engineers; a focus group conducted with six key stakeholders involved in the project; and finally interviews conducted with the Minister of Public Works and the Director-General of the Ministry of Public Works. Analysis was conducted using NVivo.

Identification and involvement of key stakeholders, particularly in the early phases of a construction project, is found to be highly critical. Managers must develop detailed understanding of stakeholders’ influence in terms of their legitimacy, power and urgency in achieving effectiveness of the management processes.

The study highlights how different stakeholders influence communication, coordination, decision-making and knowledge-sharing at different stages of the construction project. Hence, understanding stakeholder’s level of legitimacy, power and urgency across the different stages of a project is highly critical.

The purpose of this paper is to examine the major management issues that impact on mega transportation infrastructure projects in the United Arab Emirates (UAE) and identify the factors that cause unsuccessful project completions. The paper further seeks to identify the changes that can be made to improve project success.

This is a qualitative study that involved face‐to‐face interviews with 20 key experienced transportation construction stakeholders who had been involved in a number of different projects in the UAE. This was followed by a focus group discussion involving ten key stakeholders who had been involved in the construction of a mega project – the Dubai Fujairah Highway. Analysis of the interview data was conducted using NVivo.

The findings highlight the complexity involved in managing mega transportation infrastructure projects in the UAE. Multiple stakeholders (government agencies, sponsors/clients, management firms, consultants and contractors) influence the various stages of projects. The need for effective communication, coordination, knowledge sharing and decision making amongst the stakeholders, especially during the planning and design stages, is highlighted as critical.

The main limitation is the small numbers interviewed for each stakeholder group. Nevertheless, the sample of interviews provides a good representation of the transport infrastructure construction industry in the UAE.

Three major practical implications relate to: improving communication and coordination amongst government departments and key stakeholders to streamline effective knowledge sharing and decision making, leading to successful project outcomes; improving the skills and competencies of professional staff at all levels and subsequently delegating authority to lower levels; and the adoption of global international standards to improve planning, design and construction activities.

The paper describes the first study of its kind conducted in the UAE that provides valuable insights with respect to transportation infrastructure project management.

The forecast revision process is shaped by the environment in terms of the nature of the revision activity and in terms of its perceived effectiveness. A study on forecast revision focuses on the variables that describe the market situation for a product and so shape the context within which sales forecasting takes place, using a study of manufacturing companies operating in the UK health care industry. The three most important environmental factors that influence the revision process are the number of competitors in the market, the degree of market concentration and the intensity of non‐price competition.

Crisis planning and improvements to business resilience are increasingly significant aspects of hotel management. This study investigates the crisis preparation of hotel managers in Malaysia and how their perceptions affect crisis planning and preparation.

A qualitative research method of semi-structured interviews with 24 hospitality managers in Malaysia was conducted. Data were analysed thematically using ATLAS.ti software, version 8.

The findings showed that crisis preparation among Malaysian hospitality firms is relatively neglected. Hotel crisis preparation schemes are greatly influenced by senior managers' intentions and organizational culture. Organizational resilience also has a significant role in hotel crisis planning and preparedness. Interestingly, in terms of long-term adaptation, hotels were less inclined to be “learning organizations” and managers were reluctant to change their organizational established structures, core beliefs and practice sustained resiliency in crisis preparation.

Understanding the crisis preparation of hospitality managers is important to develop effective strategies for different crises considering their severity and urgency. This study identified influential organizational and personal factors which affect crisis preparation of hospitality managers in Malaysia. The study further recommends a proactive mindset in crisis preparation of hotels.

Crisis preparation of hospitality managers had received limited attention, and this study highlights how managers consider crisis planning and preparation.