Search results
1 – 2 of 2Omar Doukari, Mohamad Kassem, Enrico Scoditti, Rahim Aguejdad and David Greenwood
Buildings are among the biggest contributors to environmental impacts. To achieve energy-saving and decarbonisation objectives while also improving living conditions, it is…
Abstract
Purpose
Buildings are among the biggest contributors to environmental impacts. To achieve energy-saving and decarbonisation objectives while also improving living conditions, it is imperative to undertake large-scale renovations of existing buildings, which constitute the greater part of building stock and have relatively low energy efficiency. However, building renovation projects poses significant challenges owing to the absence of optimised tools and methods for planning and executing renovation works, coupled with the need for a high degree of interaction with occupants.
Design/methodology/approach
This paper describes the development of an automated process, based on building information modelling (BIM) and the principal component analysis method, for overcoming building renovation challenges. The process involves the assessment and simulation of renovation scenarios in terms of duration, cost, effort needed and disruptive potential. The proposed process was tested in three case studies; multi-residence apartment buildings comprising different construction components and systems, located in Greece, France and Denmark, on which six different renovation strategies were evaluated using sensitivity analysis.
Findings
The developed tool was successfully able to model and simulate the six renovation scenarios across the three demonstration sites. The ability to simulate various renovation scenarios for a given project can help to strategise renovation interventions based on selected key performance indicators as well as their correlation at two different levels: the building level and the renovated surface area level.
Originality/value
The objectives of this paper are twofold: firstly, to present an automated process, using BIM, for evaluating and comparing renovation scenarios in terms of duration, cost, workers needed and disruptive potential; next, to show the subsequent testing of the process and the analysis of its applicability and behaviour when applied on three live demonstration sites located in three different European countries (France, Greece and Denmark), involving six renovation scenarios.
Details
Keywords
Zhen Zhang and Min Min
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success…
Abstract
Purpose
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.
Design/methodology/approach
We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.
Findings
Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.
Originality/value
This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.
Details