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The purpose of the paper is to investigate the critical success factors (CSFs) associated with the effectiveness of transfer and sharing of tacit knowledge in lean and agile construction processes.

The study identifies ten CSFs that initiate the transferring and sharing of tacit knowledge. The CSFs are validated through quantitative study. This study recruited project managers, executives, consultants and other managers that are directly involved in the management of a construction project. It recruits the respondents those have background and experience from disciplines such as lean construction, agile construction, construction supply chain (CSC) and knowledge management in lean, agile and CSC. The data collected through self-administrative questionnaire are categorised as ordinal data to analyse in SPSS with frequency and Kruskal–Wallis H test, Spearman’s correlation analysis and a rank-order analysis is done to establish the level of importance of those factors.

Initially, “Trust between construction organisations” is identified as the foremost CSF. Moreover, other CSFs such as motivation, leadership capabilities, business strategies and organisational capabilities follow trust.

This is the first study that investigates and establishes the CSFs that are essential to initiate transferring and sharing tacit knowledge in a lean and in an agile construction processes.

The purpose of this study is to systematically analyse and synthesise the existing research published on offsite manufacturing/construction. The study aims to highlight and associate the core elements for adopting the offsite concept in different construction contexts. This ultimately facilitates the enhancement of the offsite uptake.

The research study was carried out through a systematic literature review (SLR). The SLR was conducted to identify and understand the existing themes in the offsite research landscape, evaluate contributions and compile knowledge, thereby identifying potential directions of future research. The grand electronic databases were explored to gather literature on the offsite concept, lean and agile principles and simulation. A total of 62 related articles published between 1992 and 2015 have been included in this study. The relevant literature was systematically analysed and synthesised to present the emerging offsite themes.

The descriptive and thematic analyses presented in this paper have identified related offsite research studies that have contributed to setting a firm foundation of the offsite concept in different construction contexts. Each of the 62 articles was examined for achieving the aim and objectives of this study, the method of data collection and coverage of offsite themes. The results of the analyses revealed that the articles mostly provide information on the offsite concept and its definitions (53 per cent) and offsite barriers and/or drivers (27 per cent). However, limited attention has been paid to the integration of lean and agile principles (13 per cent) and simulation (7 per cent) within the offsite concept, which are therefore more open to research within the offsite concept.

The literature review highlights the main themes and components of the offsite construction concept. This forms a solid basis and motivation for researchers and practitioners to build on to enhance the uptake of the offsite concept in different contexts. This study also presents a research roadmap within the offsite concept, along with a recommendation for further research to be conducted using the research framework proposed in this study. The framework could lead to validation of using simulation to integrate lean and agile principles within the offsite concept.

This paper presents a systematic review of the literature related to offsite construction in different contexts. The emerging components, that is, offsite definitions, drivers and/or barriers, lean and agile principles and simulation have been highlighted and discussed thematically. A research framework that enables pursuit of the integration of lean and agile principles offsite through the lens of simulation has been proposed. The framework is expected to open up new opportunities on the effectiveness of offsite development in different contexts.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

This study aims to analyze and understand mutual relationships between lean and agile enabling factors in the context of the construction domain and put forth the most driving and dependent enablers for a hybrid lean–agile system (HLAS).

A threefold research flow is adopted. First, the content analysis of literature stemmed from the identification of preliminary enablers (n = 26). Second, a questionnaire survey (n = 101) is administered to downsize enablers to ten using the relative importance index. Further, in the third phase, interpretive structural modeling (ISM) and the cross-impact matrix multiplication applied to classification analysis were performed amid the ten key enablers through pairwise interactions from subject matter experts (n = 19). Hierarchical representation of enablers has been presented, which facilitates a conceptual model for application in the construction industry.

The ISM model demonstrates a three leveled classification structure that showcases direct and transitive relationships among various enablers. “Use of project management tools” is the driving enabler, followed by “collaborative and common data platform working” and “institution of team training” are critical enablers to HLAS adoption.

A structured way of identification of interdependent among lean–agile is a vital unique contribution to this study. The results serve as a knowledge base for practical adoption of HLAS and may prove to be influential in developing a framework for easier adoption in developing countries.

The purpose of this paper is to determine if companies in the modular and offsite construction (MOC) industry are agile or not and its level of application for agility principles, which allows for quick responses to the increasingly dynamic nature of industry environments.

This paper proposes an agility assessment framework for MOC that uses 48 assessment attributes organized into four categories: metrics, drivers, enablers and capabilities. A questionnaire approach was used to disseminate the framework globally in 19 countries and synthesize its relevance to the MOC industry. The questionnaire had 55 complete responses, majority of respondents work in managerial positions for MOC manufacturing facilities and onsite general contractors.

It was found that the lowest metric score for adapting to change was for cost since controlling cost would be difficult for any changes required after the design freeze stage. The top agility driver was found to be the need to respond to the wide variety of customer expectations, while the lowest driver was the existence of competing priorities. The top agility enabler was vendor partnership, which can be related to current postpandemic supply chain disruptions. Regarding technological capabilities, Europe and the USA acquired better scores compared to Asia, Latin America and Africa.

This study contributes to the MOC body of knowledge by creating an agility assessment tool for MOC firms to analyze their agile approach and environment, identifying the preliminary importance of agility assessment attributes and determining significant agile differences between the main MOC industry groups.

The present research aims to investigate how lean project management (LPM) and agile project management (APM) affect project performance outcomes in the construction sector in Jordan. This study focuses on six key project performance outcomes, namely cost, time, quality, client satisfaction, innovation and responsiveness.

The present study employed a quantitative approach to achieve the research objectives. Accordingly, a multi-item survey questionnaire was prepared to gather data from 392 project managers from construction companies in Jordan. The study’s model showed acceptable levels regarding reliability, validity, fit indices and discriminant validity. In order to test the hypotheses of this study, path analysis was employed using Amos 24.0 software.

LPM demonstrated a remarkably high positive impact on cost performance. It also positively affected quality performance and client satisfaction. However, LPM insignificantly affected time, innovation and responsiveness performance measures. On the other hand, APM showed a notably high positive impact on innovation and responsiveness. The findings also revealed that APM positively impacted quality performance and client satisfaction. In addition, APM negatively impacted cost performance and insignificantly impacted time performance.

This study is one of the first comprehensive studies to empirically examine the impact of both LPM and APM on various project performance outcomes in the construction industry in the context of a developing country. It reveals some similarities and differences between LPM and APM with regard to their impacts on project management outcomes. The findings are expected to guide managers in selecting the appropriate project management approach based on the desired performance outcomes. Accordingly, it offers important implications for project managers in construction companies.

Agile methods have proven successful in increasing customer satisfaction and decreasing time and cost to market under uncertain conditions. Key characteristics of agile methods are lean, flexibility and highly iterative development with a strong emphasis on stakeholder involvement. Today construction firms in general and small to medium‐sized enterprises (SMEs) in particular are surviving in a drastic competitive environment in which they are facing more and more challenges. Additional innovation is needed in the construction sector, with increased participation from more competitive SMEs. The main purpose of this paper is to present a model to prioritize available management systems to help SMEs address the challenge of today's market competition more effectively.

The research methodology used is that of interpretative case study and grounded theory based on a strong empirical foundation, on which new theoretical insight into knowledge management as an autonomous action is developed. The paper looks at ways by which SMEs are managed, based on the empirical data collected from 12 case studies. It presents the empirical findings drawn from the case studies. Finally, the adoption of agile methods is subjectively assessed as to its potential contribution for improving the business processes of small and medium construction firms.

It is assessed that agile methods offers considerable potential for application in construction SMEs and that there are significant hurdles to its adoption in the actual phase. Should these be overcome, agile methods offers benefits well beyond any individual company.

Construction firms need to be aware of the advantages of new management paradigms and practices. The analysis shows that SMEs in the construction sector have to internalize agile values into their business processes to reap the benefits of agile methods. It also reveals that existing practices show some kind of agile flavours.

Agile principles and methods are explored, including: philosophy, values, practices and benefits. The management approaches used by construction SMEs are analyzed and discussed. The paper presents recommendations and insights for enhancing the performance and efficiency of SMEs by adopting agile values in their business processes.

This study seeks to break the current paradigm that Scrum, as an agile framework, is only applicable for information technologies (IT) projects and to confirm the feasibility of its application in the construction sector.

The rehabilitation of a shopping mall in Piura (Peru) is used as a case study to implement Scrum in a construction project. In addition, a thorough literature review is performed to establish the state-of-the-art and practice in this field and set the foundation of the elements applied during the case study.

The results of this study show the great versatility of Scrum in the construction sector. The key findings include a reduction of the construction duration that provided value to the owner, flexibility for the inclusion of changes (induced by the client or by the complexity of the context in which the project is developed), risk control in high uncertainty scenarios and general satisfaction for all stakeholders.

The waterfall or traditional management methodologies are not always effective in construction projects, and their application depends on the features and complexity of the environment in which they are developed. This study provides a case study showing the application of Scrum in the construction industry. The positive results obtained from the application can be used by researchers and practitioners looking to incorporate Scrum (or other agile tools) to enhance the management of construction projects.

This study aims to propose an integrated framework for analyzing the effect of lean and agile innovation on the lean and agile supply chains.

The literature was reviewed and the dimensions of lean and agile supply chain/innovation were extracted. The statistical population included the managers and experts of pharmaceutical companies in Isfahan province. Eight pharmaceutical companies were selected. A researcher-made questionnaire was used to investigate the research variables. The face and content validity of the questionnaire and the data reliability were confirmed. After data collection, the studied companies were positioned in a two-by-two matrix and the associated data of two cells of the matrix, i.e. high lean supply chain/innovation and high agile supply chain/innovation were used for further statistical effect analysis using Smart-PLS.

The research results indicated that with the improvement of lean innovation in pharmaceutical companies, the lean supply chain improved by 97.9%; and with the improvement of agile innovation, the agile supply chain improved by 97.1%.

Considering lean innovation, pharmaceutical companies should deal with the process of conceptualizing innovation, and regarding agility strategy, their focus should be more on generating ideas to improve their agile supply chain. This study was performed during the COVID-19 pandemic and offers appropriate innovation strategies to improve the supply chain of pharmaceutical companies.

The literature review implies that no research has been conducted on the selected and classified variables of this study. Also, using the positioning matrix before statistical analysis distinguishes this paper from similar studies.

This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.