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Master information delivery plan (MIDP) is a key requirement for building information modelling (BIM) execution plan (BEP) that enlists all information deliverables in BIM-based project, containing information about what would be prepared, when, by who, as well as the procedures and protocols to be used. In a well-conceived BEP, the MIDP facilitates collaboration among stakeholders. However, current approaches to generating MIDP are manual, making it tedious, error-prone and inconsistent, thereby limiting some expected benefits of BIM implementation. The purpose of this study is to automate the MIDP and demonstrate a collaborative BIM system that overcomes the problems associated with the traditional approach.

A BIM cloud-based system (named Auto-BIMApp) involving naming that automated MIDP generation is presented. A participatory action research methodology involving academia and industry stakeholders is followed to design and validate the Auto-BIMApp.

A mixed-method experiment is conducted to compare the proposed automated generation of MIDP using Auto-BIMApp with the traditional practice of using spreadsheets. The quantitative results show over 500% increased work efficiency, with improved and error-free collaboration among team members through Auto-BIMApp. Moreover, the responses from the participants using Auto-BIMApp during the experiment shows positive feedback in term of ease of use and automated functionalities of the Auto-BIMApp.

The replacement of traditional practices to a complete automated collaborative system for the generation of MIDP, with substantial productivity improvement, brings novelty to the present research. The Auto-BIMApp involve multidimensional information, multiple platforms, multiple types and levels of users, and generates three different representations of MIDP.

We investigate causes for the cost overrun and delay of the railway project Stuttgart 21. Besides, we try to forecast the actual costs and completion date at an early stage.

The results of exploratory research show the causes for the cost overrun and delay of Stuttgart 21; we compare our findings with other railway projects. To estimate the costs at an early stage, the reference class forecasting (RCF) model is applied; to estimate the time, we apply an OLS regression.

We find that the following causes are relevant for the cost overrun and delay of Stuttgart 21: scope changes, geological conditions, high risk-taking propensity, extended implementation, price overshoot, conflict of interests and lack of citizens' participation. The current estimated costs are within our 95% confidence interval based on RCF; our time forecast underestimates or substantially overestimates the duration actually required.

A limitation of our approach is the low number of comparable projects which are available.

The use of hyperbolic function or stepwise exponential discount function can help to give a clearer picture of the costs and benefits. The straightforward use of the RFC for costs and OLS for time should motivate more decision-makers to estimate the actual costs and time which are necessary in the light of the rising demand for democratic participation amongst citizens.

More realistic estimates can help to reduce the significant distortion at the beginning of infrastructure projects.

We are among the first who use the RCF to estimate the costs in Germany. Furthermore, the hyperbolic discounting function is added as a further theoretical explanation for cost underestimation.

Little research has focused on abusive supervision in the context of project management, despite its prevalence and detrimental influence on the psychological health of subordinates. Therefore, drawing on affective event theory (AET), this study sought to investigate supervisor-level antecedents of abusive supervision by considering the mediating role of emotional exhaustion and moderating role of psychological resilience.

Utilizing a time-lagged design, data were collected through questionnaires from project managers and their immediate subordinates in construction projects. PROCESS macros were utilized to analyze a sample of 241 supervisor-subordinate dyads.

The findings revealed that time pressure and emotional exhaustion significantly predicted project manager abusive supervision. The authors also found that emotional exhaustion mediates the relationship between time pressure and project manager abusive supervision. Furthermore, the results show that highly resilient project managers become less emotionally exhausted when facing time pressure. Lastly, psychological resilience moderated the indirect effect of time pressure on project manager abusive supervision through emotional exhaustion.

According to Fordjour et al., abusive supervision is a critical factor that deteriorates the psychological health of subordinates in the project. Nevertheless, this phenomenon remains uninvestigated. Therefore, this research contributes to the project management literature by investigating key predictors of abusive supervision, thus filling both a theoretical and practical gap.

Management information systems providers are often still failing to deliver appropriate systems to the perceived user specifications. A major problem is a lack of strategic perspective of information systems and their supporting information technology and a disparate view across organizations of what management information systems are. Investigates some aspects of these problems and suggests a portfolio methodology for improving the incorporation of system building into the overall business objectives.

Remarkable improvements in results achieved during the past decade by some US manufacturing companies show the crucial role played in these companies by quality teams which we can call improvement support systems (ISS). The team infrastructure is modelled here in terms of a three‐stage sequential process with simple measures to evaluate the infrastructure elements. The approach is applied to study six Australian companies on their way to becoming continuous improvement systems. The findings expose different levels and patterns of team infrastructure. The enterprises differ in the context of their training models, the extent of autonomy of the teams as well as in the scope of the employees′ participation on teams. Considers the challenge for management finding the right extent to which monitoring and control should be applied to improvement teams as well as avoiding process stagnation. Suggests that the latter can be realized by extending active participation of employees, systematic generation of new improvement topics (eventually through splitting and continuation of old ones) as well as by continuous upgrading of training. A steady output flow of successfully finished projects can be considered evidence of an active (as opposed to a stagnant) improvement system.

The study, which compares the success factors for eco‐innovations with those factors for other innovations, is intended to improve understanding of how eco‐innovations achieve market success.

A case study design is used. Six eco‐innovations cases and six other innovations cases are compared. Data were obtained mainly from interviews with the eco‐innovators and the other innovators, written materials about the innovations, and secondary data from an earlier quantitative study.

The study shows that there are both similarities and differences in the success factors for the two types of innovations. One similarity is that a network with diverse competences supports successful innovators. However, for eco‐innovators the network is used more for solving technological problems. Other innovators use the network to a greater extent for assistance with financing and marketing. In addition, eco‐innovators have greater difficulty than other innovators in attracting venture capital for development.

The results indicate that an interesting approach for future research would be to take a life‐cycle perspective that identifies the factors that influence the further growth and development of eco‐innovative firms.

The identification of the success factors for eco‐innovations' development may improve their chances of success. Furthermore, the results can help policy‐makers improve the support system for commercialization of eco‐innovations.

As a comparative study of success factors for eco‐innovations and other innovations, the study presents a new way to identify such factors for eco‐innovators.

The increasing growth of urbanisation, especially in developing countries, coupled with affordable housing leakages, may thwart achieving Sustainable Development Goal (SDG) 11 (sustainable cities and communities). Studies regarding affordable housing leakages and their aftermath to Goal 11 in one study are scarce in Malaysia. The study investigated Malaysia's low-cost housing (LCH) leakages and their aftermath to Goal 11 and proffered measures to achieving Goal 11 and its targets. The purpose of this paper is to address these issues.

The researchers covered four of Malaysia's major cities via a qualitative approach. The study used 40 participants via semi-structured virtual interviews, and saturation was achieved. The study adopted a thematic approach for the collected data and honed them with secondary sources.

Findings group Malaysia's LCH leakages into government/agencies/departments in housing, housing developers/building contractors and client/building owners' root causes in Malaysia's context. It shows a threat from Malaysia's LCH leakages to achieving Goal 11 and proffered measures to enhance achieving Goal 11. Achieving Goal 11 will strengthen and improve Malaysia's many SDGs accomplishments because of their link.

Apart from proffering measures to mitigate long-standing issues (leakages) in Malaysia's LCH delivery from achieving Goal 11, findings will stipulate the accomplishment of other SDGs related to housing delivery.

The date of 19 April 1995 will be remembered as a day on which a tragic event took place in Oklahoma. Argues that we need to go beyond a mere reading of the passionate convictions, the “rational” rhetoric and ideological arguments in trying to understand this act of terrorism and the aftermath reactions. In highly emotionally charged and anxiety‐producing environments of social conflict, one can also expect to encounter a number of psychodynamic processes ‐ such as projection, projective identification, splitting, idealization, stereotyping, narcissistic desire for the ego (group) ideal, denial and other defence mechanisms. Presents a representative text from the reporting of the Oklahoma bombing and its aftermath which is then read through the conceptual lenses of psychoanalytic theory. Highlights issues and behaviours that seem typically to arise in such disaster situations.

Several cash flow forecasting models have been developed for use by the contractor at the tendering stage. The majority of these models have been based on the standard S‐curve. The accuracy of these models depends on the accuracy of the standard S‐curve used. Many researchers have attempted to develop standard S‐curves using past projects. These projects were primarily classified in terms of broad‐based categories (e.g. commercial buildings). The results of past research have demonstrated that cumulative value/cost curves vary significantly. In the present paper, a more specific type of building was selected (food retail stores). Historical data for 20 projects was collected and analysed for the feasibility of developing a more accurate standard S‐curve. The results demonstrate that an accurate standard S‐curve was not achieved even when projects were further classified into more detailed groups (i.e. different sizes of superstores).

Why do some countries (often developing and emerging economies) adopt special laws on PPP, whilst in others PPPs are governed by the legislation on public procurement and related bylaws? This paper explains the above global discrepancies from an institutional perspective. In a contract-theoretical framework we demonstrate how PPPs can enable projects that are not feasible through standard public procurement arrangements. Incentives for private partners are created through extra benefits (often non-contractible) from their collaboration with the government (e.g. risk reduction, reputational gains, access to additional resources, lower bureaucratic burden, etc.). In a well-developed institutional environment these benefits are implicitly guaranteed, suggesting no need in a specialized PPP-enabling legislation. Otherwise, a PPP law should establish an institutional architecture to provide the above benefits.