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Although Total Quality Management (TQM) has been increasingly adopted as a strategic tool for efficient and competitive management of organizations, many of the adopting organizations have failed to achieve the long‐term, substantial gains once deemed possible. While scholars and practitioners blame these failures on numerous causes, most, if not all, can be linked either directly or indirectly to the more general problem of inadequate quality Information Systems (IS). This paper elaborates on the IS role in resolving two critical TQM issues, namely, effective codetermination/coexecution of quality decisions and progress measurement. TQM is information‐intensive and, therefore, IS departments should utilize the powerful tools of information technologies to provide information and capabilities necessary to enable TQM efforts. If IS departments are unwilling or unable to meet the challenge of supporting TQM initiatives, organizations will have to bypass them in their quality journey.

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.

Construction progress monitoring (CPM) is considered a difficult and tedious task in construction projects, which focuses on identifying discrepancies between the as-built product and the as-planned design. Computer vision (CV) technology is applied to automate the CPM process. However, the synergy between the CV and CPM in literature and industry practice is lacking. This study aims to fulfil this research gap.

A Delphi qualitative approach was used in this study by conducting two interview rounds. The collected data was analysed using manual content analysis.

This study identified seven stages of CPM; data acquisition, information retrieval, verification, progress estimation and comparison, visualisation of the results and schedule updating. Factors such as higher accuracy in data, less labourious process, efficiency and near real-time access are some of the significant enablers in instigating CV for CPM. Major challenges identified were occlusions and lighting issues in the site images and lack of support from the management. The challenges can be easily overcome by implementing suitable strategies such as familiarisation of the workforce with CV technology and application of CV research for the construction industry to grow with the technology in line with other industries.

This study addresses the gap pertaining to the synergy between the CV in CPM literature and the industry practice. This research contributes by enabling the construction personnel to identify the shortcomings and the opportunities to apply automated technologies concerning each stage in the progress monitoring process.

The purpose of this paper is to propose a framework for the standardisation of the work breakdown structure (WBS) for building projects. This is based on the premise that buildings in general retain basic elemental options, and that there is a commonality of activities in the procurement of building projects.

To achieve the objective, the general practice of developing the WBS is investigated. This is achieved by means of an industry‐wide questionnaire survey designed to identify the most widely used criteria among UK construction organisations in segregating building works into packages. The survey also investigates the sequencing of these criteria across the WBS hierarchy.

The findings reveal that the most frequently used decomposition criteria in the formulation of WBS for building projects are elements, work sections, physical location and construction aids. The proposed framework is presented as a hierarchical decomposition of a building project based on these criteria. It allows for flexibility in level of detail while maintaining a rigid sequencing of the criteria based on their frequency of use.

This paper reports on a specific part of an EPSRC funded project that aims to investigate the application of computer vision techniques to the on‐site measurement of construction progress. The part reported in this paper addresses planning issues that will lead to automatic generation of work packages. Previous studies have focused on automating the planning aspect by associating individual components with schedule information. However, large construction projects usually consist of thousands of components. Planning and tracking progress at the level of the component is unrealistic in these instances. The standardisation framework reported in this paper will form the basis for automating the formulation of work packages, thus providing a uniform basis for tracking progress (based on computer vision) during project execution.

Performance measurement and the balanced scorecard is becoming ubiquitous. However, this paper will argue that some of the early work on performance measurement and management conducted in the early part of the twentieth century has been overlooked by more recent writers. In particular, prediction in today’s literature is not the same concept as that developed by Dr Walter Shewhart in the 1920s. This paper traces the development of performance measurement from its accounting and operational roots until today and concludes that current use of performance measurement could benefit from earlier developments. In particular, the paper argues that the current obsession with testing success maps has limitations as they view the world as being static – relationships holding for all time. The paper proposes that a more dynamic view is taken to these relationships so managers do not become trapped in an outdated strategy map.

The purpose of this paper is to provide the key dos and don'ts when integrating the people, processes, and systems of companies undertaking mergers and/or acquisitions.

The paper provides the current state of M&A integration across industries, integration dynamics and common pitfalls, integration best practices, and a section regarding how to conduct “merger repair” activities in order to correct integration efforts that have gotten off track.

The measurable impacts of well‐conducted M&A integration efforts is presented and discussed.

Key implications for management who are pursuing a merger and/or acquisition strategy are demonstrated throughout the key success factors described in this paper.

The value to the reader is found in the practical recommendations and tangible actions identified. Likewise, the section describing the need for and how to conduct “merger repair” is new to the literature pertaining to M&A integration.

The purpose of this paper is to explore the performance measurement methodology used by a real case company, namely Vanderlande Industries Ltd, for cost and progress capture for in‐house production, resale material and third party supplied material, in an effort to measure performance of the supply chain of a large scale project – the €6bn London Heathrow Airport Terminal 5 construction project.

The case study approach was adopted, which includes ethnography. This research is not about testing a theory; it is about gaining insight to the actual functioning and supply chain performance measuring of a large‐scale project. In that sense, the experiences reported could be shared with those dealing with performance measurement of large‐scale projects.

Eight key areas of concerns are found relating to supply chain performance measurement of a large‐scale project: performance measurement requirements, with forecasting and progress reporting not owned by suppliers; lack of detailed planning causing regular changes to baseline; detailed work breakdown structure causing unnecessary complications to performance analysis; organisational structure; performance measurement tool; data capture; timing of progress and cost capture affecting the analysing process; and scope change and traceability.

The paper is targeted at senior and middle managers involved in large cost reimbursable projects. Managers should manage more carefully the eight key areas of concerns identified. Recommended solutions targeting each area of concerns from the lessons learnt in the €6bn London Heathrow Airport Terminal 5 construction project give a basis for improved project management and supply chain performance measurement for large‐scale projects.

The main purpose of this research is to analyse the efficiency of the main European monitoring frameworks to estimate the transition of the countries within the European Union (EU) towards circular economy (CE) using the example of Croatia.

Assessment methods with reliable data and appropriate indicators are essential when it comes to measuring transition and progress towards CE. The methodology employed in this research is a systematic and critical analysis of the seven European measurement frameworks employed to assess Croatia's progress towards CE.

The analysis revealed how EU's monitoring frameworks have developed over time and how useful they are in evaluating country's progress towards CE. The measurement tools and indicators proved, in the case of Croatia, insufficient for clarifying and understanding its progress towards CE. Selection of indicators within monitoring frameworks is arbitrary while their interpretation is highly contextual, dependent on policy targets and local conditions. These results can be extrapolated to other EU member states.

Policy recommendations for more efficient CE transitions are provided.

This research sheds light on the CE development in Croatia – an understudied European country in this context – and discusses the country's goals towards sustainability. The limited success of developed CE indicators is discussed.

The main purpose of this paper is to propose a progress framework revolving around the utilisation of three key constructs: resources, infrastructure and environment (index).

This paper utilises a composite indicator and an interdisciplinary approach to construct a comprehensive measure of progress.

The findings reveal that the methodological approach employed above allows components that are vital to progress to be incorporated into a coherent framework.

The proposed progress framework could be applied to countries, or act as a foundation for future progress measures. It is also hoped to promote interdisciplinary research between schools.

The paper proposes an alternative measure of progress for nations that has the capability to capture more aspects important to progress.

The purpose of this paper is to propose an alternative progress measure revolving around the utilisation of three key constructs: resources, infrastructure and environment.

This paper utilises an interdisciplinary approach to construct a composite indicator to measure progress. Furthermore, a weighting technique based on public opinion, and a non‐monetary evaluation, is employed.

The findings reveal that the methodological approach employed above allows components that are vital to progress to be incorporated.

The research could be applied to countries with regard to issues dealing with project selection and resource allocation, while it is hoped to also promote interdisciplinary research between schools.

The paper proposes an alternative measure of progress for nations. The advantage of the proposed method is that it has the capability to capture aspects important to progress.