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This paper aims to propose a modeling and decision-making framework for organizational sustainability excellence of construction firms. This research aims to find how construction organizations can achieve excellence in terms of corporate sustainability.

This paper first reviews the literature of organizational sustainability maturity, and then differentiates its approach by focusing on organizational sustainability excellence. Organizational maturity and organizational excellence in sustainability are two approaches to organizational performance management that aim to improve organizational sustainability performance.

After a detailed model design and development process, models were run and sensitivity analysis was performed. After running various scenarios, it was shown that both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the viability and sustainability performance of construction firms. Therefore, human resource development and training affect all capability areas of construction organizations without which no capability-building programs can be planned and implemented effectively.

Organizational excellence focuses on organizational resources, capabilities and knowledge management to determine what is driving the long-term success of organizations, whereas the organizational maturity focuses on organizational processes. This paper presents a modeling approach that can facilitate the process of policy verifications in organizations.

Organizations may have various options in choosing different policies, and those policies can be planned and expressed in different manners and along different scales. How can an organization determine which scenarios end up producing the desired performance results? The proposed framework presents a practical methodology that can result in the assessment of organizational excellence methodologies.

This paper aims to find out how construction organizations can achieve excellence and enhance excellence through knowledge and workforce management. The combination of knowledge and workforce management, referred to here as the People Capability, is the key area of concern in this study.

The European Foundation for Quality Management (EFQM) model of organizational excellence is used as the basis for organizational excellence assessment and system dynamics is used as the modeling tool. Scenario analysis is conducted to identify the enabling factors that are more significant for organizational excellence, as well as how these factors operate and interact.

Based on the outcomes of the model, human resource development and training is the most important enabling factor that enhances organizational capabilities. Both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the performance of construction firms. There is a high degree of dependence on these two components. Human resource development and training affect all capability areas and are key to the effective implementation of capability building programs.

Organizations might have various options in choosing different policies, and those policies can be planned and expressed in different manners and scales. How can an organization determine which scenarios end up producing desired performance results? Simulation techniques, especially system dynamics, have been used to answer these types of questions due to their ability to model causal relationships among various system components. The results of this research can help construction organizations identify effective knowledge and workforce management policies and capability-building programs that improve their organizational capabilities.

The purpose of this study is use a bibliometric analysis to explore the relational nature of knowledge creation in WFM in operations. Companies live under constant pressure to find the best ways to plan their workforce, and the workforce emangement (WFM) is one of the biggest challenges faced by managers. Relevant research on WFM in operations has been published in a several range of journals that vary in their scope and readership, and thus the academic contribution to the topic remains largely fragmented.

To address this gap, this review aims to map research on WFM in operations to understand where it comes from and where it is going and, therefore, provides opportunities for future work. This study combined two bibliometric approaches with manual document coding to examine the literature corpus of WFM in operations to draw a holistic picture of its different aspects.

Content and thematic analysis of the seminal studies resulted in the extraction of three key research themes: workforce cross-training, planning workforce mixed methods and individual workforce characteristics. The findings of this study further highlight the gaps in the WFM in operations literature and raise some research questions that warrant further academic investigation in the future.

Likewise, this study has important implications for practitioners who are likely to benefit from a holistic understanding of the different aspects of WFM in operations.