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Given that institutional and cultural factors affect the transfer of HRM practices between multinational companies (MNCs) and their subsidiaries, the paper set out to investigate the explanatory mechanism for the replication of transferred HRM practices and the factors likely to influence the choice of transfer mechanisms.

Using an exploratory qualitative approach, 40 interviews were conducted with senior managers and employees in two MNC subsidiaries located in the alcoholic beverage and oil industries in Nigeria.

The findings suggest that organizational culture (OC) was the mechanism for MNC HRM replication and inhibition. In addition to explaining the mechanisms for HRM practice replication, the authors developed a conceptual framework to explain how clan and hierarchical OC influence the extent to which human resource (HR) practices are replicated or inhibited and how institutional and cultural factors influence the choice of OC.

The study uncovered that MNCs deploy hierarchical OC to oversee the replication of transferred practices. Interestingly, the authors found that institutional and cultural environments were key factors that influenced the choice of mechanism for overseeing the replication of HR practices. The conceptual framework can help managers of MNCs to understand how to replicate transferred HRM practices in developing countries.

This paper aims to establish the most underlying factors causing construction projects delay from the most applicable.

The paper conducted survey of experts using systematic review of vast body of literature which revealed 23 common factors affecting construction delay. Consequently, this study carried out reliability analysis, ranking using the significance index measurement of delay parameters (SIDP), correlation analysis and factor analysis. From the result of factor analysis, this study grouped a specific underlying factor into three of the six applicable factors that correlated strongly with construction project delay.

The paper finds all factors from the reliability test to be consistent. It suggests project quality control, project schedule/program of work, contractors’ financial difficulties, political influence, site conditions and price fluctuation to be the six most applicable factors for construction project delay, which are in the top 25% according to the SIDP score and at the same time are strongly associated with construction project delay.

This paper is recommending that prospective research should use a qualitative and inductive approach to investigate whether any new, not previously identified, underlying factors that impact construction projects delay can be discovered as it followed an inductive research approach.

The paper includes implications for the policymakers in the construction industry in Nigeria to focus on measuring the key suppliers’ delivery performance as late delivery of materials by supplier can result in rescheduling of work activities and extra time or waiting time for construction workers as well as for the management team at site. Also, construction stakeholders in Nigeria are encouraged to leverage the amount of data produced from backlog of project schedules, as-built drawings and models, computer-aided designs (CAD), costs, invoices and employee details, among many others through the aid of state-of-the-art data driven technologies such as artificial intelligence or machine learning to make key business decisions that will help drive further profitability. Furthermore, this study suggests that these stakeholders use climatological data that can be obtained from weather observations to minimize impact of bad weather during construction.

This paper establishes the three underlying factors (late delivery of materials by supplier, poor decision-making and Inclement or bad weather) causing construction projects delay from the most applicable.