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The purpose of this paper is to address the urgent need for transformation and upgrading in the construction industry amid the accelerating industrialization process. The focus is on understanding how value-added for construction enterprises can be achieved through servitization.

Grounded in the perspective of added value of construction enterprises, this paper uses a multicase analysis method, selecting four internationally renowned construction enterprises as the research subjects. The analysis investigates how these case study enterprises transition toward servitization and explores the trends in servitization in construction.

The research results indicate that servitization manifests in two aspects: contractor transition to servitization, and the shift of the construction industry toward integrated delivery. Furthermore, servitization in construction can achieve value-adding through three pathways: increasing product value, creating market demand and providing customized services.

This study contributes by providing insights into the manifestations of servitization and pathways for value-added. It provides a reference for the overall direction and basic strategy of servitization in construction.

Projects in the oil and gas (O&G) industry are complex, and their sustainability is crucial for the organizations involved. Achieving project success (PS) is particularly challenging in O&G matrix project organizations where resources are shared across multiple projects. This study aims to identify PS criteria based on two dimensions – project efficiency and effectiveness.

A case study was employed as the research strategy. Through an interpretivist lens, 20 O&G project managers from a local refinery in the Kingdom of Bahrain were interviewed to understand their perceptions of project success. The collected data were analyzed using thematic analysis with the aid of NVIVO 12.

The study conveys the measures that constitute sustainable project success, categorizing them within the spectrum of project efficiency and effectiveness. Consequently, project professionals are encouraged to not only think about PS criteria “efficiently” but also “effectively”.

The research highlights the importance of integrating project efficiency and effectiveness criteria into project management practices in the O&G industry. A key implication for O&G project managers is the advocacy for a holistic project management approach that improves resource allocation and aligns with organizational goals. By understanding these dimensions, decision-making can be enhanced, thereby leading to better outcomes and promoting sustainability in the sector.

The O&G industry, particularly matrix project organizations in the downstream segment, remains under-researched. While there is extensive literature on project success in other sectors, the multidimensional nature of project success criteria specific to the O&G industry has received comparatively little attention.

Building defects are becoming recurrent phenomena in most high-rise buildings. However, little research exists on the analysis of defects in high-rise buildings based on data from real-life projects. This study aims to develop dashboards and models for revealing the most common locations of defects, understanding associations among defects and predicting the rectification periods.

In total, 15,484 defect reports comprising qualitative and quantitative data were obtained from a company that provides consulting services for the construction industry in Victoria, Australia. Data mining methods were applied using a wide range of Python libraries including NumPy, Pandas, Natural Language Toolkit, SpaCy and Regular Expression, alongside association rule mining (ARM) and simulations.

Findings reveal that defects in multi-storey buildings often occur on lower levels, rather than on higher levels. Joinery defects were found to be the most recurrent problem on ground floors. The ARM outcomes show that the occurrence of one type of defect can be taken as an indication for the existence of other types of defects. For instance, in laundry, the chance of occurrence of plumbing and joinery defects, where paint defects are observed, is 88%. The stochastic model built for door defects showed that there is a 60% chance that defects on doors can be rectified within 60 days.

The dashboards provide original insight and novel ideas regarding the frequency of defects in various positions in multi-storey buildings. The stochastic models can provide a reliable point of reference for property managers, occupants and sub-contractors for taking measures to avoid reoccurring defects; so too, findings provide estimations of possible rectification periods for various types of defects.