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The purpose of this study is to investigate the current construction progress monitoring (CPM) process in relation to the contractual obligations, how project management teams carry out this activity in the field and why teams continue to adopt the current method. The study aims to provide a comprehensive understanding of the current monitoring process and its effectiveness, identify any shortcomings and propose recommendations for improvements that can lead to better project outcomes.

The study conducted semi-structured interviews with 28 construction management practitioners to explore their views on contractual requirements, traditional progress monitoring practices and advanced monitoring methods. Thematic analysis was used to identify existing processes, practices and incentives for advanced monitoring.

Standard construction contracts mandate current progress monitoring practices, which often rely on manual, document-centric and labor-intensive methods, leading to slow and erroneous progress reporting and project delays. Key barriers to adopting advanced tools include rigid contractual clauses, lack of incentives and the absence of reliable automated tools. A holistic automated approach that covers the entire CPM process, from planning to claim management, is needed as a viable alternative to traditional practices.

The study's findings can inform researchers, stakeholders and decision-makers about the existing monitoring practices and contribute to enhancing project management practices.

The study identified contractually mandated progress monitoring processes, traditional methods of collecting, transferring, analyzing and dispensing progress-related information and potential incentives and points of departure towards technologically advanced methods.

The role of a government investment project (GIP) management supervisor is to improve supervision performance and the Chinese government has issued a series of polices, displaying the determination to solve supervision problems. The purpose of this paper is to assist the government to play its role of supervisor and to realize progress supervision performance for GIP in practice with the Agent Construction System (ACS).

Taking consideration of the essence of ACS, the paper analyzes the system supported theory, which is a supervision mechanism, with contract management as the core and goals as orientation. The authors design the system frame and its composing modules according to the main function of this information system.

The research builds an expected supervision information system with four functional modules, which is designed according to logical sequence of supervision, based on a theoretical supervision mechanism.

The system is, to the best of the authors' knowledge, the most advanced and practical information system for GIP supervision published in the literature.

The purpose of this research is to develop a generic framework of a digital twin (DT)-based automated construction progress monitoring through reality capture to extended reality (RC-to-XR).

IDEF0 data modeling method has been designed to establish an integration of reality capturing technologies by using BIM, DTs and XR for automated construction progress monitoring. Structural equation modeling (SEM) method has been used to test the proposed hypotheses and develop the skill model to examine the reliability, validity and contribution of the framework to understand the DRX model's effectiveness if implemented in real practice.

The research findings validate the positive impact and importance of utilizing technology integration in a logical framework such as DRX, which provides trustable, real-time, transparent and digital construction progress monitoring.

DRX system captures accurate, real-time and comprehensive data at construction stage, analyses data and information precisely and quickly, visualizes information and reports in a real scale environment, facilitates information flows and communication, learns from itself, historical data and accessible online data to predict future actions, provides semantic and digitalize construction information with analytical capabilities and optimizes decision-making process.

The research presents a framework of an automated construction progress monitoring system that integrates BIM, various reality capturing technologies, DT and XR technologies (VR, AR and MR), arraying the steps on how these technologies work collaboratively to create, capture, generate, analyze, manage and visualize construction progress data, information and reports.

This article reports the results of the second phase of a research study on the career development and aspirations of women in middle management in business firms in the USA. The major method of this research study was the individual case study. Case studies relied on in‐person and/or telephone interviews with the same 30 women managers who participated in the first phase of the study in 1995. The majority of the women managers worked for Fortune 500 companies and were located throughout the USA. The findings of the study revealed that the majority of the women managers have not attained the positions to which they ultimately aspire. The majority do not believe they are progressing as rapidly as they think they should. However, the majority of the women managers continue to aspire to top level management positions and they believe that it is very realistic that they will attain these positions.

Reflecting emerging concerns about Principles of Responsible Management Education’s (PRME's) reach beyond the West, the authors provide an analysis of its contribution to responsible management development in the Middle East and North Africa (MENA) region.

Drawing on 18 PRME MENA signatories' Sharing Information on Progress Reports, the authors examine levels of engagement with PRME, as well the practices used in the region to progress its six principles. The authors examine the depth of integration based on Rusinko's (2010) typology and its success in addressing local responsible management challenges.

The analysis revealed modest levels of engagement with PRME in MENA. Consistent with other regions, for those actively participating, the authors identified a wide variation in PRME responses. First, the authors found wide variation in the interpretation of the six principles. Second, the authors found a diversity of practices, especially the extent to which efforts were linked to progressing local management challenges. Third, the authors also found variability relating to the depth of PRME's integration into the curricular of MENA signatories with, most displaying Ruskino's (2010) narrower approaches.

The authors address calls to understand the contribution of PRME beyond Western contexts and offer suggestions for how PRME can be strengthened to facilitate responsible management development in MENA.

The purpose of this paper is to address the research gap on Lebanese women managers and to demonstrate how gender, work, and family factors influence the career advancement of women managers.

The research is qualitative in nature. A total of 32 in‐depth face‐to face interviews were conducted with 32 women managers.

Interview data reveal that Lebanese women managers do not perceive gender‐centered factors as obstacles to career advancement. The women in the study used different terms to describe the impact of gender, work, and family factors on their career progression to those found in existing literature. Their responsibilities towards their families were not perceived as barriers hindering their career progress. In addition, their personality traits, aspirations for management, levels of educational attainment and work experience, and family‐related factors were also not perceived as inhibiting their careers.

The paper provides new practical insights into the relationships and the interconnections between Arab society, women, and their managerial careers. A strong theme is the significant role of Wasta, the reliance and dependence on social connections versus personal education and achievements to achieve career progress, in enhancing career progression and how gender is less of a criterion in the presence of Wasta.

This paper contributes to the limited knowledge about women and management in Lebanon, as well as the Middle Eastern region in general.

Although drawing from neoinstitutional theoretical apparatus and ontology, management fashion theory is understood as a theory that explains the transitory nature of popular ideas and practices while institutional theory explains their stabilization, persistence and further institutionalization. In a nutshell, it seems that being opposed to each other, these two theories describe and predict different, incommensurable diffusion trajectories and organizational behaviour patterns. The purpose of this paper is to unify these two competing perspectives.

This paper makes an attempt toward further unification of management fashion theory with new institutionalism by offering an alternative understanding and conceptualization of institutional change and deinstitutionalization and by distinguishing emerging concepts from already popular fashions.

Most emerging concepts never achieve popularity and disappear while few of them achieve massive media attention and diffuse widely becoming new management fashions. Once these concepts have achieved a wide popularity institutional forces would favor them and lead to further institutionalization. Institutional change is understood not as a deinstitutionalization of existing management fashion in terms of erosion, discontinuity or disappearance but as a decline in its media coverage while media attention focuses on new fashionable concept. The former management fashion gets institutionalized, institutional change occurs in terms of shifting attention toward new fashion and diffusion and institutionalization cycle restarts. Institutional prediction of isomorphism and institutionalization as irreversible tendencies thus can be unified with MF prediction about the bell-shaped curves in fashions’ popularity. Therefore, postulates and predictions of management fashion theory can be derived from new institutionalism and vice versa.

The paper aims to cover, generalize and explain different trajectories of various management and organizational concepts, deducing theoretical propositions from both institutional theory and management fashion theory. Theoretical and methodological ideas offered in this paper can be helpful in future research on management fashions and diffusion. Studies on the evolution of management concept can benefit from proposed categorization and causal relationships between different stages of the life cycle.

Unifying seemingly conflicting and disparate perspectives and views allows making organization theory more coherent in terms of both explanatory power and ontological commensurability. Following other mature sciences, we share the same notion of progress, namely, the aim of achieving unification and demonstrating that different organizational theories still describe the same reality.

Two research studies, conducted in 1984 and 1992 respectively, examined the position of women in management within the Australian private sector to determine if women had made occupational progress or, like some other groups, had regressed or just maintained a status quo position. The results revealed that women had not improved their position in management over the nine‐year period. While there were more women in supervisory positions, there were fewer women in all levels of management. Some shifts had been made by the women in their management functional areas‐that is a movement out of “soft” management areas and into more mainstream areas, while women were also being given more opportunities to attend both internal and external training programmes sponsored by their organizations. However, women managers had still not achieved pay parity, while fewer women were receiving promotion to management or within management compared with 1984. Nor were any major improvements seen in the numbers of women being sent on “élite” management training programmes. The research concluded that women′s progress in management was “stalled” within these Australian companies. Women had two options, if they wished to achieve the ultimate in their careers. They could leave and open their own business, but risk further marginalization owing to the nature of their self‐employment. Or they could stay and attempt to change the organizational culture by enlisting the support of other managerial women as well as policy makers. A “renaissance” in both policy and strategy is needed, if Australian managerial women are going to achieve their full potential within the Australian commercial and corporate sector.

This paper aims to address challenges in strategic management and tries to find ways to make a breakthrough. Strategic management theorists and practitioners need new scientific theories. In the modern turbulent environment, the extant strategic management research (SMR) and strategic management theories can neither satisfy the practical needs nor the theoretical developmental needs of strategic management.

The paper uses critique viewpoints that are unfolded according to the logic of how theories will satisfy the practical and theoretical needs. Physics and mathematics are regarded as the most beautiful and perfect scientific research fields, which help predict physical phenomena such as solar eclipse precisely. Therefore, the paper uses physics and mathematics as benchmarks to explore how SMR should make efforts to push the research further.

The paper provides a different viewpoint that will help strategic theorists and practitioners investigate and understand strategic phenomena more holistically. SMR should contribute to strategic theoretical and practical progress and not just to the game of academic game play. For the goal, the paper summarizes and refines the definition of strategic management in an alternative but practical and innovative perspective, and then delineates the criteria for SMR topic choice; identifies the dilemmas and challenges the SMR faces; and points out the new approaches the strategic management researchers should explore.

The paper challenges the mainstream of SMR by identifying the shortcomings, dilemmas, and challenges of the current SMR, and then highlights new ways to make breakthrough in SMR. The study will make strategic management scholars rethink their research and do meaningful research from the perspectives of theoretical contribution and practical guidance.

The aim of the paper is to connect the field of health management to other related academic discourses (critical management studies and critical development studies) that can contribute to a more interdisciplinary approach to understanding health organizations and management.

The paper's design is theoretical critique that blends post‐structural, critical management and critical development approaches into a focused discussion of modernity and its relevance to contemporary health management issues.

Modernity proliferates through a variety of rhetorical tropes that go unnoticed or remain invisible. Through a brief analysis of historical definitions of management and development, the findings suggest that health management could also be critiqued as a cultural and social construction, enriching anthropological studies as well as informing practical critiques of health projects in the development sector.

The conceptualisation of health‐management as a cultural construct of modernity opens up the prospect for some rich empirical studies into what management practices support the scientific‐rational claims on which it rests.

The critique informs a re‐appraisal of health management practices that are often taken for granted and ritualistic parts of organizational life. Such a re‐evaluation could lead to the implementation of more nuanced and appropriate health practices.

Connecting management and development discourses in this way has not been done before and its relevance to health management remains under‐researched. This paper highlights the way these discourses can enrich the study of health organizations and create a truly interdisciplinary understanding of health.