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The purpose of this paper is to develop further understanding of the interdependence between product and organization subsystems in the context of major projects by empirically elaborating the volume-variety matrix.

Projects are perceived as systems that include a product subsystem (the project outcome) and an organization subsystem (the temporary multi-firm organizational network that produces the project outcome). This study addresses product-organization interdependence by analyzing product and organization subsystem components in terms of their uniqueness and reuse across multiple projects. The empirical analysis focuses on four global renewable fuels refinery projects implemented by Neste from 2003 to 2011. The refineries are based on the same proprietary technology but are unique at the project level.

The findings indicate interesting interdependencies between product and organization subsystems when analyzed at the component level: the findings suggest both diagonal and off-diagonal positions in the volume-variety matrix. An example of an off-diagonal position is a reused organization subsystem component associated with a unique product subsystem component, meaning that choosing the same organization in a future project can be used for acquiring an improved and, thereby, unique product subsystem component.

The study elaborates upon the volume-variety matrix in the context of major projects. The findings related to off-diagonal positions in the matrix provide new knowledge on combinations at the component level where a reused organization can be associated with a unique product, and vice versa. This has direct implications for management of projects.

Qualitative researchers are often confronted with a dilemma of selecting an appropriate approach within which to situate their research. This has led to successive attempts by qualitative researchers in the built environment (BE) to combine two dominant approaches – deductive and inductive; in the conduct of their inquiry. Such attempts can be traced to the poor comprehension of the abductive approach. The purpose of this paper is to elucidate the principles of the abductive approach and illustrate its applicability within the context of BE qualitative research.

In this study, an illustrative case study is used to depict the usefulness of the abductive approach in BE research. The case relied upon is a recently completed study of an infrastructure delivery system and an assessment of the system’s ability to deliver on socio-economic sustainability objectives.

It was established that extant theories, particularly those with a history of provenance, could be used as a basis for the development of testable propositions for assessing certain phenomena, qualitatively. However, the manner in which these propositions are utilised under an abductive approach is pivotal to the generation of credible findings.

It is expected that the findings of this paper would create awareness among researchers on the relevance of an abductive approach to qualitative research.

This study makes an authentic contribution towards resolving the challenge confronting qualitative researchers within the BE discipline as it pertains to selecting between deductive and inductive approaches. In this case, an abductive approach is suggested and its modalities shown through a comprehensive study.

With the majority of highway projects in China having entered their operational phases, the maintenance and repair of the pavement is receiving increasing attention. One problem that needs to be addressed urgently is that of how to raise the proper funds for highway maintenance to ensure the sustainable operation of the project. To this end, the aim of this study is to investigate the capital demand for operation and maintenance of a project by means of a refinancing scheme, in order to reduce the possibility of project bankruptcy and to enhance the economic value of the project.

Based on an analysis of the dynamic complexity of the highway pavement maintenance system, a Markov model is used to predict pavement performance, and an optimal capital structure decision model is proposed for highway public–private partnership (PPP) project refinancing, using the method of system dynamics (SD). The proposed model is then applied to a real case study.

Results show that the proposed model can be used to predict accurately the dynamic changes in the demand for road maintenance funds and refinancing during the period of operation, before making the optimal decision for the refinancing capital structure.

Although many scholars have studied the optimal refinancing capital structure of PPP projects, the dynamic changes inherent in the demand for maintenance funds for highway PPP projects are seldom considered. Therefore, in the approach used here the influence of the dynamic change of road maintenance capital demand on refinancing is investigated, and SD is used for the optimal capital structure decision-making model of highway PPP project refinancing, to make the decision-making process more reasonable and scientific.

Understanding the impact of project complexity on the mega construction project success will help improve the efficiency of project management. However, the influencing mechanism of project complexity on project success has not been clearly depicted. This paper aims to divide project complexity and project success into five dimensions, trying to explore the impact of different complexity combinations on mega construction project success.

This study applies the qualitative comparative analysis (QCA) method to find out the impact of the combinations of different project complexities on the every dimension of mega construction project success. First, 21 cases were interviewed and scored in five categories of project complexities and five aspects of project success. Second, with the QCA program, the combinations of different project complexities influencing every aspect of mega construction project success was obtained.

This research found that high organizational complexity or a combination of high environmental complexity and goal complexity can lead to serious schedule delays of mega construction projects, high technological complexity and goal complexity are important reasons for cost overrun, high technological complexity or a combination of high environmental complexity and low organizational complexity usually lead to low quality of mega construction projects, high goal complexity and cultural complexity are important factors affecting the key stakeholders' satisfaction and high technological complexity and environmental complexity are the reasons for the poor sustainability of mega construction projects.

This study clearly reveals the influencing mechanism of project complexity on mega construction project success, which can help the project managers to understand and assess the complexity of mega construction projects and accurately predict their negative impacts on the mega construction projects.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

Based on an exploratory case-based approach, the purpose of this paper is to open the KM black box and examine the relationships that link knowledge management (KM) inputs (i.e. knowledge resources and KM practices) via knowledge processes to KM performance. This paper aims to identify the underlying mechanisms and explain how KM performance is enabled.

This in-depth case study conducted at a medium-sized consultancy in the supply chain management industry empirically examines knowledge flows to uncover the relationships between KM inputs, knowledge processes and KM performance. We adopt the viable system model (VSM) as a theoretical lens to identify KM mechanisms.

By identifying six KM mechanisms, we contribute to the theoretical understanding of how KM inputs are interconnected and lead to KM performance via knowledge processes.

Based on the insights gained, we provide propositions that organizations should consider in designing viable KM. Our findings help organizations in understanding their KM with the help of knowledge flow analysis and identifying how critical KM elements are interconnected.

The purpose of the research presented in this paper is to develop a framework for an accurate understanding and assessment of the social performance and value creation of public infrastructure projects. Social performance evaluation is an important component of sustainable project development. In this research, the measure of social sustainability performance of projects within sustainable the development context is quantified in terms of social benefits flowing to the stakeholders as well as to the community at large.

In this research, a framework is developed to evaluate social performance based on stakeholders' networks and their influences in the project. Adopting the social network analysis (SNA) methodology, stakeholders are firstly identified according to their roles in the project and relationships are investigated based on a structured interview process. A case study was used to demonstrate the applicability of the framework. Integrating the impact of stakeholders and their satisfaction level, a social performance indicator (SPI) is synthesised as a measure of quantifying social sustainability in projects.

The key contribution of this research includes identifying the subsystems functioning in social sustainability, developing criteria for social value evaluation with regard to subsystems in social sustainability performance, identifying the influence of individual stakeholders in social networks, generating a social performance index by synthesising the needs of different stakeholders in the social network, and balancing the three subsystems in the project. A framework for evaluating social performance is developed and further demonstrated by a case study in Australia.

The framework should be further tested using complex projects with diverse stakeholders, which potentially may expand the social dimensions as a complex system within the project development environment. While the accuracy of data is the key for achieving objective outcomes in the social network analysis, integration with other traditional stakeholder management approach may simplify the data collection process. Introduction of project information in advance should improve participation rate and accuracy in response among the key stakeholders.

The framework facilitates the construction industry professionals for an accurate estimation of social performance and value creation of public infrastructure projects. This capability should assist all parties, such as clients, policy makers, strategists, financiers, community leaders, etc., involved in making informed decisions in infrastructure planning and development.

Sustainability development still needs to be translated inro many disciplines and discourses, including construction and project management within the built environment. Social network analysis is an increasingly popular tool that represents an opportunity for developing interesting and useful approaches associated with stakeholder integration. The attempt to combine the degree of centrality of stakeholders and perceived social value presented in this research is quite intriguing in the context of measuring social sustainability performance of projects.

Construction sustainability (CS) is a strategic reaction to the sustainability expectations of the construction industry's external stakeholders. The extant literature has viewed the environmental, social and economic dimensions of CS as having independent effects on financial performance. Due to the influence of common stakeholders, however, interactions in these dimensions will be present in their effect on financial performance. Accordingly, this study identifies the mechanisms of the interactions between the three CS dimensions and how they jointly affect financial performance.

Content analysis of GRI reports of 60 large construction organisations, followed by a hierarchical regression analysis was used to identify the interactions between environmental, social and economic CS in their effect on financial performance.

Economic CS was found to indirectly, and not directly, affect financial performance, the effect being mediated by both environmental and social CS. Environmental CS was found to have a strong negative effect on financial performance, whilst social CS was found to have a strongly significant positive effect on financial performance.

The motivation for engaging in CS is that investment in economic CS will have a positive effect on both environmental and social CS outcomes, which, in turn can have a combined effect on financial performance.

This is one of the first studies investigating the effect of interactions between the environmental, social and economic CS dimensions on the financial performance of construction organisations. It is also one of the first studies that applies a sociotechnical framework to this relationship.

The effective executive operating in today’s global environment must formulate, operate and execute across multi‐faceted environmental and organizational modes for different projects throughout their distinct phases in order to achieve results that meet shareholder expectations. In this study, the authors draw on a stream of research dealing with domestic and international project managers as well as the practical experience of the lead author to provide an informational integrated approach to help senior executives and project managers manage the strategic and operational facets of different projects. In this context, a practical roadmap for identifying problems and implementing timely corrective actions to improve projects’ success is advocated by this study.

The inherent risks and their interactive impacts in megaproject development have been found in numerous cases worldwide. Although risk management standards have been recommended for the best practice in engineering construction projects, there is still a lack of systematic approaches to describing the interactions. Interactions such as social, technical, economic, ecological and political (STEEP) risks have complex and dynamic implications for megaproject construction. For a better understanding and effective management of megaprojects such as the Edinburgh Tram project, the dynamic interaction of concomitant risks must be studied.

A systems dynamic methodology was adopted following the comprehensive literature review. Documentary data were gathered from the case study on Tram Network Project in Edinburgh.

A casual loop of typical evolution of key indicators of risks was then developed. A hypothesised model of social and ecological (SE) risks was derived using the system dynamics (SD) modelling technique. The model was set up following British Standards on risk management to provide a generic tool for risk management in megaproject development. The study reveals that cost and time overruns at the developmental stage of the case project are caused mainly by the effects of interactions of risk factors from the external macro project environment on a timely basis.

This article presented a model for simulating the socio-ecological risk confronting the management and construction of megaprojects. The use of SD provided the opportunity to explain the nature of all risks, particularly the SE risks in the past stages of project development.