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In this paper, we discussed relations between drivers' cognition and the dynamics of traffic conditions. When we take into account drivers' cognition, many types of psychological impedance to behavioral change could be accounted for, including cognitive conservatism and habitual decision making. Based on psychological theories with respect to these impedance to behavioral change, we elucidated the process of changes in traffic conditions that might be induced by changes in road-network structure. As a result of the discussion, we concluded that traffic conditions are unlikely change as much as predicted by theories that assume a simple, and sometimes unique, relation between a traffic condition and a road-network structure, e.g., theories that assume user equilibrium.

Change drivers are events, activities, or behaviors that facilitate the individual adoption of change initiatives and the implementation of organizational change. The purpose of this paper is an exploratory study of whether gender differences exist for change drivers.

This paper involves a three‐year study of an organizational change in the banking industry, and uses survey and interview data.

Data show that the mean perceived significance of change drivers to the understanding and adoption of change initiatives by male and female employees is similar and does not vary at a statistically significant level. Statistically significant gender differences do exist in terms of the relationship between change drivers and employees' reported individual adoption of change initiatives. Qualitative data from the interviews support those quantitative findings, showing gender differences in how change drivers are perceived; differences in change‐related vision, leadership, communication and positive outcomes as drivers are discussed.

This is an exploratory study and needs to be replicated with other organizational changes in a variety of industries with varied employee demographics and differences in change leadership gender.

Change drivers are a form of resource allocation. Better understanding of gender differences in terms of the perception of and significance of change drivers to individual employees' understanding and adoption of change initiatives can result in more effective allocation of resources by change leaders.

Very limited prior research explores gender or other demographic differences for change drivers. This research provides an empirical study of gender and change drivers and extends prior research on change drivers and the change process.

The purposes of this paper are to: first, identify the critical drivers for and hindrances to enterprise risk management (ERM) implementation in Singapore-based Chinese construction firms (CCFs); second, interpret the critical drivers and hindrances in tandem with organizational change theories; and third, provide possible strategies to strengthen the drivers and overcome the hindrances.

A questionnaire survey was conducted and responses were received from 35 experienced managers in CCFs operating in Singapore.

A total of 13 drivers and 25 hindrances with significant influence were identified. Of them, “improved decision-making” was the top driver, while “insufficient resources (e.g. time, money, people, etc.)” was the most influential hindrance.

As the survey was performed with the Singapore-based CCFs, there may be geographical limitation on the identification of the critical drivers for and hindrances to ERM implementation. The sample size was still small, despite a relatively high response rate.

Specific strategies were identified to strengthen the drivers for ERM implementation and overcome the hindrances to ERM implementation.

This study present the theoretical rational behind the critical drivers for and hindrances to ERM implementation. As few studies have attempted to investigate ERM in construction firms, this study contributes to the literature through interpreting ERM implementation from an organizational change perspective. The identification of the drivers and hindrances and the managerial implications provide practitioners and academics with valuable information as well as a clear understanding of how to consolidate ERM programs and overcome the hindrances.

Construction framework agreements are identified by the UK Government’s Construction Strategy 2025 as an integrated procurement path to improve construction industry efficiency. However, criticisms from the industry have arisen from the lack of transparency and incorrect application of such frameworks. This paper aims to examine the client and supplier relationships within a framework agreement to discover what behaviour change drivers should be applied in the framework process to achieve the desired project outcomes.

A triangulation approach was adopted. An initial literature review on organisational behaviour and job performance theories was conducted followed by a qualitative expert review survey of client construction managers to confirm the project outcomes desired by public-sector clients and the associated behaviour change drivers. This was followed by a qualitative multiple-case study investigation of eight typical framework projects to form a commonality of views to explain the impact of behaviour change drivers on project outcomes.

Results from both qualitative studies demonstrated that improvements in project outcomes of time, cost, quality, sustainability and closer relationships can be driven by two sets of behaviour drivers: client organisational behaviour change drivers (setting up incentive and risk-sharing procurement approach, effective communication through development of stronger relationships and performance monitoring using contract key performance indicators) and supplier contextual behaviour change drivers (motivating conscientious behaviour and attitude towards self-improvement and innovations, supporting shared culture of providing services aligning with the client needs, promoting learning and development amongst all suppliers and most importantly providing trust and collaboration to the client).

The investigation was based on an expert review with eight multiple-case studies conducted within the geographical area of England. Further research should be conducted nationwide so that the findings can become more robust and benefit the entire public sector.

It is suggested that framework managers should apply the supplier contextual performance drivers as selection criteria in the procurement process, whilst the client organisational performance drivers should be applied in the whole procurement and construction monitoring process to drive project outcomes aligned with the government construction policy objectives.

This research demonstrates that the project behaviour of clients and suppliers can be shifted within the construction framework environment to yield the desired project outcomes. This can be achieved by applying the client organisational behaviour drivers and the supplier contextual behaviour change drivers in tandem to optimise the framework process.