Such publication must be relevant to the built environment and the entire review process must be followed and managed by one of the deputy editors. Such publication must be relevant to the built environment and the entire review process must be followed and managed by one of the editors-in-chief. References: In the text, a reference, identified by the name of the author, should be followed by the date of the reference in parentheses.
CRITICAL FACTORS AFFECTING QUALITY OF BUILDING PROJECTS: PROFESSIONALS SERVICE
PROVIDERS’ PERSPECTIVES
- INTRODUCTION
- RESEARCH METHOD
- RESULTS AND DISCUSSION 1 Respondents’ characteristics
- Comparison of indexes and rankings of the factors among professionals The indexes for the factors in respect of importance (I), severity (S) and frequency (F) were
- Percentage rank agreement factor
- Correlation Analysis
- IMPLICATIONS AND CONCLUSION
Spearman rank correlation analysis was used to measure the degree of correlation among professional service providers in ranking factors that contribute to the quality of construction projects. However, a level of agreement can be seen in the evaluation of the severity of the factors. The prior relationship with the client is equally important in the context of the performance of professional service providers.
The explanation is due to the importance of communication within the team during design and construction. It is the sum total of the performance of all the participants in the project.
A Delphi Study of Socio-Cognitive Predictors of Career Choice Behaviour in the Construction Industry in South
Africa
- THE SOCIO-COGNITIVE CAREER THEORY
- THE DELPHI METHOD IN CONSTRUCTION RESEARCH
- MATERIALS AND METHODS
- The Delphi Study Selecting the Panel of Experts
- Demographic Information of the Delphi Experts
- RESULTS AND DISCUSSION 1 Round One of the Delphi
- Round Two of the Delphi
- CONSENSUS OF RESPONDENTS 1 Social Cognitive Factors
- Person and Contextual Factors
- Self-Efficacy
- Outcome Expectations
- Goal representations
- Social support
- Learning Experience
- Interests
- Access to Opportunity Structures
- Perceived Barriers
- CONCLUSION
A Delphi Study of Socio-Cognitive Predictors of Career Choice Behavior in the Southern Construction Industry .. Oo et al., 2020), few studies have attempted to look at these experiences from a theoretical perspective to give a greater understanding of choices and career development. Many of the career theories that have developed over time have focused on individual constructs such as self-efficacy, goal representations, interests, and outcome expectations (Bandura, 1989; Lent et al., 1994). In the context of SCCT, outcome expectancies are predictions of possible consequences from chosen actions and work-related behaviors (Lent et al., 2008; Kelly, 2009).
Previous studies have demonstrated the function of the SCCT in an individual's career outcomes (Ali and McWhirter, 2006; Saifuddin et al., 2013; Hunt et al., 2017). This study builds on the framework of SCCT's career choice model, developed by Lent et al. 1994) and integrates both environmental and individual cognitive variables. Situational and contextual factors such as ethnicity, gender, intelligence and culture and gender role socialization are moderators of choice goal formulation and strongly influence career choice (Ali & McWhirter, 2006; Kelly, 2009; Saifuddin et al., 2013).
Expectations about outcomes have been identified as one of the most salient predictors of career choice behavior, as individuals have positive expectations of engaging in this behavior (Kelly, 2009; Peña-Calvo et al., 2016). Numerous studies have suggested that several factors related to goals influence career choice behavior (Ali & McWhirter, 2006; Peña-Calvo et al., 2016). Goals are considered an implicit parameter of the career choice and decision-making process (Saifuddin et al., 2013).
Career choice behavior is driven by an interaction of learning experiences with personal and contextual factors (Hunt et al., 2017). By repeatedly performing certain activities, role models, and feedback from models, people improve their career choices (Lent et al., 1994). The objective of the study was to identify the main factors that predict women's career choices in the construction industry.
Impacts of change management practices on construction project performance in Bauchi State, Nigeria
- CHANGE MANAGEMENT APPROACHES
- Theoretical framework
- Conceptual framework for the impact of change management on construction projects performance
- Description of the constructs
- Construction project performance
- METHODOLOGY
- RESULTS AND DISCUSSIONS
- Extent of application of change management system/activities on construction projects in Bauchi, Nigeria
- Components of a change management system
- Impact of CM practice on construction project performance
- CONCLUSION
To address the main aspects of CM, there is a need to assess its impact on project performance (time, cost, quality, end-user satisfaction). 2019) believe that the impact of CM on construction projects plays an important role in achieving project success. Q1 - What is the extent of application of CM system/activities on construction projects in Bauchi State, Nigeria. These consist of the team's role and responsibilities and the change management process and procedure.
The line drawn from each of the principles of CM pointing to the project performance indicates a direct positive relationship between them. This study area was chosen because of the high concentration of construction activities in the state. Evaluating the feasibility of the project with the proposed change will help decide whether the changes should be implemented or not.
This factor consists of two variables; Corrective actions were implemented for the project and an evaluation of the root cause of the change was performed – the factor accounted for the variance of 10.92%. The beneficial change was promoted, the change was immediately implemented and the implementation of the change was monitored – the factor accounted for a variance of 8.08%. This factor consists of two variables; the change was divided into electives and required changes, and the funding source was determined: the factor accounts for the variance of 7.51%.
Finally, further studies should be conducted to identify the impact of CM on each phase of the project life cycle.
APPRAISING CAPACITY-RELATED CHALLENGES NEGATING INFRASTRUCTURE DELIVERY
PERFORMANCE IN GOVERNMENT DEPARTMENTS
INSIGHTS FROM THE RESOURCE-BASED THEORY
LITERATURE REVIEW 1 Competitive Advantage
- Performance
- Competitive Advantage and Organisational Performance in the Public Sector Alimin et al. (2010) asset that every organisation strives to attain both a competitive
- Resource-Based Theory (RBT)
Competitive advantage can be considered as the ability of an organization to significantly predict the variance in its performance (Matthews and Shulman, 2005). An organization can only gain a competitive advantage when it develops or acquires certain characteristics that improve it to outperform its competitors (Wang, 2014). Competitive advantage has been a topic of interest to many researchers and industry practitioners as it seeks to explain performance variances between firms (Ceccagnoli, 2009).
Within the public sector, competitive advantage plays a dual role (i) by increasing improvement in the provision of public services and (ii) by helping to eliminate inefficiency and waste (Popa, Dobrin, Popescu and Draghici, 2011). Characteristics that enhance competitive advantage within the public sector, which can be referred to as distinctiveness, include, among others, innovation, reputation, human capital and information technology (Popa et al., 2011). With the digital age and technology evolving at a rapid pace, there is no doubt that organizations are frequently turning to information to gain competitive advantage and recognize the need to engage in new management technologies (Popa et al., 2011; Abdelkader and Abed, 2016).
However, the relationship between an organization's competitive advantage and its performance remains controversial in the corpus of existing literature. Majeed (2011) also indicated that a positive association between a company's competitive advantage and its performance does exist. For companies to transform these resources into sustainable competitive advantage and improved organizational performance, these resources must have four characteristics that can be summarized in the Valuable, Rare, Inimitable and Organized (VRIO) framework (Cardeal.
When all four resource attributes are present, it enhances an organization to have a sustainable competitive advantage and improved performance.
METHODOLOGY 1 Research Methods
- Population and Sample
- Interviews
- Data Analysis
The framework was used by Gutiérrez-Martínez and Duhamel (2019) in an evaluation of the impact of sustainability-oriented characteristics of companies operating in the Mexican hospitality industry on performance. Judging by this varied use of the framework for assessing the contribution of firm-specific factors to the creation of sustainable competitive advantage in organizations, it is hoped that its use in the current study will contribute to effective assessment and identification of any capacity/capability gaps . within South African public sector organizations that could negate effective and efficient delivery of infrastructure therein, even though they depend on cases within a particular province, KwaZulu-Natal. A literature review was used to design the questionnaire to identify key aspects that influence the role of government in providing public infrastructure.
The latter step involved the use of follow-up semi-structured interviews to better understand the results of the quantitative survey and to validate the findings of the questionnaire survey. The primary focus of the selected strategy was to allow for in-depth questioning of the quantitative results through interviews, and to place more emphasis on the low ranking items to improve their implementation and organizational performance. A pilot study was conducted to test the adequacy, clarity and completeness of the questionnaire and to identify any potential problems encountered during the data collection stage.
The first part had three questions that covered the respondents' demographic information, such as their years of experience and the position they hold. The semi-structured interviews focused on the lowest ranked items from each dimension, as improvement in these aspects would lead to improvement in the dimension and, in turn, improvement in overall performance. In addition, the interviews are classified to determine the human resource characteristics of the department through the VRIO framework.
At the end of the interview, the interviewees had the opportunity to comment or ask any questions related to the study.
RESULT AND DISCUSSION 1 Questionnaire Survey
- Discussion of the findings
- Implications of the study
Strategy (2.77) - All interviewees disputed the low score attributed to the strategy dimension as they emphasized that strategy is the core of the department. On the contrary, Interviewee Y thought that the department has excellent managers who are qualified to be in those positions. When asked to highlight major obstacles to the department's performance, there was a consensus among the interviewees that the performance of the department was disappointing, and the department should improve its performance.
After interviews with senior management, the interviewees X, Y and Z agreed that the human resources within the department are valuable and that the organization is organized. The results of Figure 4 indicate that, relative to the human resource characteristics, the department has. These results are consistent with those of the questionnaire survey where it was found that the department had an average performance (3.00) across all nine dimensions assessed.
In relation to the VRIO framework, it was found that the department's human resources are valuable and the department is organized; but they lacked rarity and unique attributes. Therefore, it is imperative that the department focuses on acquiring rarities and inimitable qualities within the human resource category. Focusing on these specifics would encourage the department to improve its competitive advantage and overall performance.
The performance level of the dimension is expected to improve after compliance with periodic training of the department.
CONCLUSION
With generally low to moderate levels of readiness and implementation across all dimensions, this study proposes an improvement framework to improve overall public sector performance. This research study is particularly timely and relevant given the widespread malpractice and incompetence of public sector departments. A recommendation would be for public sector entities to provide frequent training for their employees and promote aspects of continuous professional development.
Above all, the public sector must maintain a culture and environment that helps retain employees. Capacity building to improve public sector performance is therefore critical in development initiatives, in this regard, in infrastructure delivery. The effect of information technology on firm's competitive advantage: the role of environmental uncertainty.
The relationship between organizational competitive advantage and performance moderated by the age and size of firms. Valuable, rare, inimitable resources and organizational (VRIO) resources or valuable, rare, inimitable resources (VRI) capabilities: What leads to competitive advantage. Determinants of sustainable competitive advantage resulting from IT-enabled strategy”, Journal of Strategic Information Systems, 12, 7-28.
Performance of post-apartheid infrastructure provision: A management system analysis of public sector infrastructure provision in South Africa.
