1 June 2012 in Engineering Management Journal
The purpose of this article is to identify the drivers, success factors, benefits, and barriers to innovation in a medium size construction firm with a standardized innovation management system. The case study method is used to compare theory to reality from different perspectives, building explanations from a Spanish contractor observed over a three year period. Findings suggest that innovation management can be standardized, which leads to an organizational improvement for the company, and at the same time this improvement facilitates organizational problem-solving on a regular basis, increasing technical capabilities, knowledge management, business profit, and client satisfaction. The framework described in this research aims to provide guidance for managers, thus they can innovate in a systematic way; however, this exploratory study has still to be validated by empirical investigations on a larger scale through a significant number of certified companies, which is currently not yet the case in the Spanish construction industry.
1 April 2014 in Journal of Construction Engineering and Management
12 September 2019 in Engineering, Construction and Architectural Management
Purpose: There is a long-standing interest in performance improvement within the construction industry. Approaches based upon cost, time and quality (often called the Iron Triangle), have been the focus of attention despite criticism of the validity of the Iron Triangle as a performance measure due to its simplistic approach. Furthermore, little emphasis has been placed on synthesising performance to understand whether this concept has evolved from the traditional view. An analysis of prominent literature was reviewed by classifying performance indicators which establish criteria for measuring performance in the construction industry. The purpose of this paper is to review the literature (1998–2018) on performance at a project level to determine a final rank of key performance indicators (KPIs) which will establish how projects are currently being measured. Design/methodology/approach: This paper uses a combined qualitative and quantitative approach – a comprehensive literature review on overall performance at a project level and the statistical Kendall’s W test to find concordance among the authors on performance in the construction industry to determine a final rank of KPIs. Findings: The results demonstrate there is no congruent correlation on what performance is and the traditional iron triangle of “cost-time-quality” is still the preferred method of analysing performance, despite it being proven to be ineffective. Originality/value: Performance in the construction industry is an ambiguous concept that can be interpreted differently by the construction industry’s stakeholders. Despite this lack of concordance, a starting point on the definition of performance can be obtained from the literature. The paper presents a final rank of KPIs.
1 August 2020 in Journal of Cleaner Production