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Open Access
Article
Publication date: 1 August 2023

Jacob Guerrero and Susanne Engström

By adopting the “hard” and “soft” project management (PM) approaches from the PM-literature, this paper aims to problematize the expected role of client organizations in driving…

Abstract

Purpose

By adopting the “hard” and “soft” project management (PM) approaches from the PM-literature, this paper aims to problematize the expected role of client organizations in driving innovation in the transport infrastructure sector.

Design/methodology/approach

Addressing a large public client in Sweden, a case study design was initially applied to provide in-depth insights and perspectives of client project managers’ views and experiences of managing projects expected to drive innovation. In this paper, the concepts of “hard” and “soft” are used to discuss empirical findings on challenges associated with adopting a PM-approach for driving innovation in projects. The empirical material consists of interview data, complemented with observations and archival data.

Findings

Findings reveal challenges associated with combining hard and soft approaches, frequently demonstrating difficulties in balancing short-term project expectations with the promotion of innovation. In line with the literature, project managers note that there is a need for soft approaches to promote development and drive innovation. Yet, findings reflect a situation in which operational success criteria predominate, whereas soft approaches are not sufficiently used to create the grounds required for fostering innovation.

Originality/value

Insights are provided into how PM-approaches may impact construction innovation in the infrastructure sector, demonstrating a need for further research on the challenges and implications of applying and combining hard and soft PM-approaches.

Details

Construction Innovation , vol. 24 no. 7
Type: Research Article
ISSN: 1471-4175

Keywords

Article
Publication date: 7 June 2023

Khalil Idrissi Gartoumi, Mohamed Aboussaleh and Smail Zaki

This paper aims to explore a framework for implementing Lean Construction (LC) to provide corrective actions for quality defects, customer dissatisfaction and value creation…

Abstract

Purpose

This paper aims to explore a framework for implementing Lean Construction (LC) to provide corrective actions for quality defects, customer dissatisfaction and value creation during the construction of megaprojects.

Design/methodology/approach

This paper presents a case study involving the construction of the Mohamed VI Tower in Morocco. It is the tallest tower in Africa, with 55 floors and a total height of 250 m. This study of the quality of the work and the involvement of the LC was carried out using the Define–Measure–Analysis–Improve–Control approach from Lean six sigma. It describes the Critical to Quality and analyses the root causes of quality defects, customer dissatisfaction and variation in the quality process.

Findings

Firstly, the results of this study map the causal factors of lack of quality as established in the literature. Secondly, the LC tools have reduced non-value-added sources of quality waste and, consequently, improved critical quality indicators.

Research limitations/implications

This document focuses on one part of the tower’s construction and is limited to a project case in a country where LC is rarely used.

Originality/value

This study reinforces the literature reviews, surveys and the small number of case studies that have validated the potential of LC and further clarifies future directions for the practical emergence of this quality improvement approach, especially for large-scale projects.

Details

Journal of Financial Management of Property and Construction , vol. 29 no. 1
Type: Research Article
ISSN: 1366-4387

Keywords

Article
Publication date: 11 October 2022

Onaopepo Adeniyi, Niraj Thurairajah and Feyisetan Leo-Olagbaye

Practitioners have reported a minimal and non-use of building information modelling (BIM), especially in small and medium-sized organisations and BIM infant construction…

Abstract

Purpose

Practitioners have reported a minimal and non-use of building information modelling (BIM), especially in small and medium-sized organisations and BIM infant construction industries. This development calls for a reappraisal of organisations’ strength in capabilities required for BIM uptake towards the target of global construction digitalisation. This study aims to assess the BIM Level 2 uptake capability of organisations in a BIM infant construction industry and identify the underlying interactions between the capability criteria.

Design/methodology/approach

The study used a multivariable analysis of fifteen descriptors identified from the people, process, policy, finance and technology domain. Data collection was done in the BIM infant construction industry in Nigeria. Verification of the descriptors and an evaluation of BIM uptake capability in organisations was done. Seventy-three responses were received within the selected context, and data analysis was done with mean weighting and exploratory factor analysis. Maximum Likelihood extraction and Direct Oblimin rotation were used.

Findings

Factor analysis revealed three factors that explained 53.28% of the total variance in the BIM Level 2 uptake capability of construction organisations. The factors are workforce capacity and continuous development, an affinity for innovation and strength in physical and operational facilities.

Research limitations/implications

This study provides an overarching and insightful discussion on BIM uptake capability and construction digitalisation with evidence from a BIM-infant construction industry.

Practical implications

The findings of this study are a piece of valuable empirical evidence on Level 2 BIM uptake capability. This empirical situation analysis will inform the advocacy for the advancement of BIM and enhanced utilisation of building information. Evidence on the capability performance of the BIM infant industry has been revealed.

Originality/value

The outcome is expected to stir debate on the preparedness of organisations to further exploit the benefits of BIM in the BIM infant construction industry. Examination of the capability for a particular phase of BIM is scanty in the literature.

Details

Construction Innovation , vol. 24 no. 2
Type: Research Article
ISSN: 1471-4175

Keywords

Article
Publication date: 28 June 2023

Jonas Gamso, Andrew Inkpen and Kannan Ramaswamy

Geopolitical risks associated with the return of great power politics and growing nationalism have generated new challenges for foreign investors across industries. Oil and gas…

445

Abstract

Purpose

Geopolitical risks associated with the return of great power politics and growing nationalism have generated new challenges for foreign investors across industries. Oil and gas companies are well acquainted with such risks and have developed strategies to manage them. This paper reviews five of these strategies: divorcing ownership control from operating control in designing collaborative ventures; proactively managing stakeholder relationships; ensuring transparency and communication; diversifying risks while proactively positioning for emerging opportunities; and deliberately planning for exit should such an eventuality arise. Firms outside of oil and gas can draw on these strategies as they navigate the emerging geopolitical context.

Design/methodology/approach

This paper reviews five strategies that oil and gas companies can use to manage geopolitical risk: divorcing ownership control from operating control in designing collaborative ventures; proactively managing stakeholder relationships; ensuring transparency and communication; diversifying risks while proactively positioning for emerging opportunities; and deliberately planning for exit should such an eventuality arise.

Findings

This study identifies several strategies that oil and gas companies have used to manage geopolitical risks. These tools will be increasingly important in the shifting global political landscape.

Originality/value

Drawing on the experiences of oil and gas companies, this study has identified several strategies that companies can use to shield themselves from the risks that are currently emanating from geopolitics. While these best practices originate in the experiences of oil and gas firms, the ability to deftly manage geopolitical risks is becoming an important prerequisite for companies across industries.

Details

Journal of Business Strategy, vol. 45 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

Open Access
Article
Publication date: 18 December 2023

Orlando Troisi, Anna Visvizi and Mara Grimaldi

Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental…

Abstract

Purpose

Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental impact of technologies, the concept of Society 5.0 has been proposed to restore the centrality of humans in the proper utilization of technology for the exploitation of innovation opportunities. Despite the identification of humans, resilience and sustainability as the key dimensions of Society 5.0, the definition of the key factors that can enable Innovation in the light of 5.0 principles has not been yet assessed.

Design/methodology/approach

An SLR, followed by a content analysis of results and a clustering of the main topics, is performed to (1) identify the key domains and dimensions of the Industry 5.0 paradigm; (2) understand their impact on Innovation 5.0; (3) discuss and reflect on the resulting implications for research, managerial practices and the policy-making process.

Findings

The findings allow the elaboration of a multileveled framework to redefine Innovation through the 5.0 paradigm by advancing the need to integrate ICT and technology (Industry 5.0) with the human-centric, social and knowledge-based dimensions (Society 5.0).

Originality/value

The study detects guidelines for managers, entrepreneurs and policy-makers in the adoption of effective strategies to promote human resources and knowledge management for the attainment of multiple innovation outcomes (from technological to data-driven and societal innovation).

Details

European Journal of Innovation Management, vol. 27 no. 9
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 29 March 2024

Daniel Fasnacht and Daniel Proba

Dissolving industry boundaries, coupled with an increasing need for collaboration and mutual adaptation, necessitates the adoption of diverse innovation concepts and flexible…

Abstract

Purpose

Dissolving industry boundaries, coupled with an increasing need for collaboration and mutual adaptation, necessitates the adoption of diverse innovation concepts and flexible management practices. While organizations are striving to be agile and receptive, prioritizing flexibility over meticulous planning, the strategies required to achieve these outcomes remain underdeveloped.

Design/methodology/approach

Between 2019 and 2022, 100 peer-reviewed papers were reviewed to identify 68 agile practices, forming the basis for the classification. A conceptual-to-empirical approach led to the framework's development, involving 40 expert interviews and nine focus groups with participants from different countries from 2020 to 2023. These interactions validated the framework's dimensions and real-world applicability.

Findings

The study revealed that inter-organizational agility serves as a catalyst, effectively harmonizing open and frugal innovation to address market and customer constraints. This framework offers managers a valuable tool for navigating uncertainties and ambiguities and creating and capturing value within open innovation ecosystems that go beyond transient competitive advantages.

Practical implications

The case study suggests co-innovation and bricolage as novel managerial capabilities that foster innovation, mainly when supported by inter-organizational agility. It provides insights into distinguishing between various forms of agility through a multidimensional framework.

Originality/value

The study provided crucial insights into the necessity for agility in complex and uncertain environments. Through the integration of frugal and open innovation approaches in co-innovation, inter-organizational agility is presented as a framework for achieving both transient competitive advantage and sustainable innovation power.

Details

Strategy & Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 9 October 2023

Felipe Alexandre de Lima, Stefan Seuring and Andrea Genovese

Operationalizing R-imperatives in firms is seen as vital to bolstering circularity through reduce, reuse and recycle and building circular supply chains (CSCs). However, this…

Abstract

Purpose

Operationalizing R-imperatives in firms is seen as vital to bolstering circularity through reduce, reuse and recycle and building circular supply chains (CSCs). However, this process introduces various uncertainties to firms within CSCs. This is a gap that still requires an in-depth analysis, particularly to answer the question of how firms align the operationalization of R-imperatives with uncertainty management to improve sustainability performance and accelerate the transition toward CSCs.

Design/methodology/approach

This paper fills this gap through a multiple-case study, whereby nine firms from varying structures, regions and manufacturing industries were examined. Qualitative content analysis was employed to examine the collected primary (27 semi-structured interviews) and secondary data (internal management reports, publicly available corporate reports and website content).

Findings

The findings support the evidence that the operationalization of R-imperatives is not a straightforward process. Within-firm and SC uncertainties largely emerged and made the building of CSCs complex. Consequently, strategies aimed at reducing uncertainty were paramount to managing uncertainties and enhancing sustainability performance. For instance, implementing durable or modular designs helped firms easily reuse, repair and recycle products. In turn, firms achieved material efficiency and contributed to extending the life cycle of products.

Practical implications

This paper explains how firms can align R-imperatives operationalization with uncertainty management to improve sustainability performance and enhance CSCs. Accordingly, firms should complement R-imperatives operationalization with proactive uncertainty management and an assessment of all environmental, economic and social sustainability dimensions.

Originality/value

This paper fills a critical gap in circular supply chain management literature by unveiling its linkage with uncertainty management and sustainability performance. Empirical insights from nine firms within CSCs are provided to guide scholars and managers interested in implementing R-imperatives.

Details

International Journal of Operations & Production Management, vol. 44 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 26 March 2024

Mughees Aslam, Edmund Baffoe-Twum and Sohail Malik

Lean construction (LC) is an innovative approach in the construction industry that has shown significant success in developed countries. Although LC has potential in the…

Abstract

Purpose

Lean construction (LC) is an innovative approach in the construction industry that has shown significant success in developed countries. Although LC has potential in the construction sector of Pakistan, it has not been extensively explored. This study aims to address this knowledge gap by identifying and predicting current lean practices and assessing the strengths and weaknesses of LC implementation in Pakistan.

Design/methodology/approach

Using robust statistical methods to analyze 92 valid responses, the study reveals that approximately 54% of lean practices are currently in use in the construction industry of Pakistan, with a population mean ranging from 52.7% to 55.6%.

Findings

Surprisingly, the research identifies instances where some construction firms in Pakistan are implementing LC practices, even though they have only a limited understanding of its underlying principles. Notably, certain subprinciples, such as visual management, top management commitment to change, employee training, process cycle time reduction and production optimization, are less integrated within the construction industry. Exploring the possibility of implementing LC, recommendations for strategies to implement LC in Pakistan are suggested, aligning with the conceptual model proposed by the researchers.

Originality/value

The novelty of this work offers insights that can serve as a comprehensive guide for developing nations. It provides a structured approach to assess and benchmark LC practices, which, in turn, can contribute to a more efficient and effective construction industry. Moreover, the strategies proposed in this research can aid developing countries in the efficient implementation of LC. This will have a positive implication for both economic and developmental outcomes.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Open Access
Article
Publication date: 8 November 2022

Jacob Mhlanga, Theodore C. Haupt and Claudia Loggia

This paper aims to explore the intellectual structure shaping the circular economy (CE) discourse within the built environment in Africa.

1440

Abstract

Purpose

This paper aims to explore the intellectual structure shaping the circular economy (CE) discourse within the built environment in Africa.

Design/methodology/approach

The study adopted a bibliometric analysis approach to explore the intellectual structure of CE in the built environment in Africa. The authors collected 31 papers published between 2005 and 2021 from the Scopus database and used VOSviewer for data analysis.

Findings

The findings show that there are six clusters shaping the intellectual structure: demolition, material recovery and reuse; waste as a resource; cellulose and agro-based materials; resilience and low-carbon footprint; recycling materials; and the fourth industrial revolution. The two most cited scholars had three publications each, while the top journal was Resources, Conservation and Recycling. The dominant concepts included CE, sustainability, alternative materials, waste management, lifecycle, demolition and climate change. The study concludes that there is low CE research output in Africa, which implies that the concept is either novel or facing resistance.

Research limitations/implications

The data were drawn from one database, Scopus; hence, adoption of alternative databases such as Web of Science, Google Scholar and Dimensions could potentially have yielded a higher number of articles for analysis which potentially would result in different conclusions on the subject understudy.

Originality/value

This study made a significant contribution by articulating the CE intellectual structure in the built environment, identified prominent scholars and academic platforms responsible for promoting circularity in Africa.

Details

Journal of Engineering, Design and Technology , vol. 22 no. 2
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 19 December 2023

Udani Chathurika Edirisinghe, Md Moazzem Hossain and Manzurul Alam

This study aims to explore the managerial conception of the determinants and barriers of sustainability integration into management control systems (MCS) of manufacturing…

Abstract

Purpose

This study aims to explore the managerial conception of the determinants and barriers of sustainability integration into management control systems (MCS) of manufacturing companies in Sri Lanka. Although existing literature has explored the factors that influence the adoption of specific management controls to handle environmental and social issues, the role of management conception has been underrepresented. Specifically, literature is scarce in identifying contextual and organisational factors that influence corporates beyond mere adoption of controls but to integrate with regular controls, especially in developing countries such as Sri Lanka.

Design/methodology/approach

A multiple case study approach has been used to identify the management conception of barriers and enablers for sustainability control integration. The analysis is conducted based on a theoretical framework extending the work of Gond et al. (2012) and George et al. (2016). To obtain an in-depth and multifaceted view, semi-structured interviews were conducted with managers in charge of different functional departments of five manufacturing companies.

Findings

The findings identified managers’ perceived factors, such as environmental impact, stakeholder pressure (customer, competitor and regulatory authorities) and top management commitment, showing a clear difference between strongly and weakly integrated companies. Contrary to the literature, domestic regulatory pressure and multinational ownership do not sufficiently drive MCS sustainability integration.

Practical implications

The findings have implications for managers and practitioners to anticipate the potential barriers and determinants of sustainability integration and provide guidance to take proper measures to deal with them when designing and implementing their MCS.

Originality/value

The study adds value to the literature by presenting a theoretical framework based on the triangulation of different theories to recognise the significance of management idea in sustainable integration. Furthermore, because sustainable integration of MCS is a novel idea, this research is one of the earlier attempts to highlight problems from the perspective of developing countries.

Details

Qualitative Research in Accounting & Management, vol. 21 no. 2
Type: Research Article
ISSN: 1176-6093

Keywords

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