H.S. Robinson, P.M. Carrillo, C.J. Anumba and A.M. A‐Ghassani
Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing…
Abstract
Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing performance management models to improve business processes, products and management of people to facilitate continuous improvement. This study investigates the implementation of performance management models in large construction engineering organizations. First, a brief review of the drive for performance improvement and the strategic considerations for the adoption of performance management models is carried out with specific reference to the Balanced Scorecard and the EFQM Excellence Model. Second, using case studies of large construction engineering organizations, the findings from the implementation of performance management models are analysed and discussed. It is shown that whilst progress has been made in the implementation of performance management models in large construction organizations, significant challenges remained at the planning, deployment and assessment and review stages. This includes the motivation for performance management, leadership and resources, communication mechanisms, measurement and data collection techniques and the role of knowledge management. Performance management models provide a basis to develop strategy for sustaining longterm business objectives, and more construction organizations will adopt such innovative tools to facilitate continuous improvement, as the business benefits become clear.
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This paper provides a brief critical analysis of how the focus on innovation diffusion, organisational learning and knowledge management has developed with an emphasis on the…
Abstract
Purpose
This paper provides a brief critical analysis of how the focus on innovation diffusion, organisational learning and knowledge management has developed with an emphasis on the 2005-2015 period. The purpose of this paper is to provide a recent historic perspective on these concepts and suggest an integrated future focus for this research.
Design/methodology/approach
The paper identifies trends in how knowledge and learning is associated with innovation and experience based on a literature review.
Findings
The study of organisational learning and the management of knowledge and innovation diffusion is well-established in the construction and project management domains with two strongly emerging intertwined foci. On one hand, there has been a significant growing focus on learning through collaboration and the value of being a reflective practitioner. On the other hand, the exponential growth in the power of computing has led to “Big Data” reappearing to redefine data and information into pseudo-knowledge that is “blurring” the boundary of data, information and knowledge. Increasingly, we are likely to see effective innovation through more practical blending of these foci.
Originality/value
This provides a reflection on changing perspectives, on human and machine learning and knowledge management that may have a profound impact on future research themes.
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Patrick Mapulanga, Jaya Raju and Thomas Matingwina
The purpose of this paper is to explore health researchers’ involvement of policy or decision makers in knowledge translation activities in Malawi.
Abstract
Purpose
The purpose of this paper is to explore health researchers’ involvement of policy or decision makers in knowledge translation activities in Malawi.
Design/methodology/approach
The case study collected quantitative through questionnaire from health researchers from the University of Malawi. The study used inferential statistics for the analysis of the quantitative data. Pearson χ2 test was used to establish the relationship between categorical data and determine whether any observed difference between the data sets arose by chance. The Kruskal–Wallis H test was used to determine if there were statistically significant differences between independent variable and dependent variables. Data has been presented in a form of tables showing means, standard deviation and p-values.
Findings
Health researchers sometimes involve policy or decision makers in government-sponsored meetings (M=2.5, SD=1.17). They rarely involve policy or decision makers in expert committee or group meetings (M=2.4, SD=1.20). Researchers rarely involve policy or decision makers in conferences and workshops (M=2.4, SD=1.31). Rarely do researchers involve policy or decision makers in formal private or public networks (M=2.4, SD=1.17). In events organised by the colleges researchers rarely involve policy or decision makers (M=2.3, SD=1.11); and rarely share weblinks with policy or decision makers (M=2.0, SD=1,17). On average, health researchers occasionally conduct deliberate dialogues with key health policy makers and other stakeholders (M=2.5, SD=1.12). The researchers rarely established and maintained long-term partnerships policy or decision makers (M=2.2, SD=1.20). They rarely involve policy or decision makers in the overall direction of the health research conducted by themselves or the Colleges (M=2.1, SD=1.24).
Research limitations/implications
The study recommends that there should be deliberate efforts by health researchers and policy makers to formally engage each other. Individuals need technical skills, knowledge of the processes and structures for engaging with health research evidence to inform policy and decision making. At the institutional level, the use of research evidence should be embedded within support research engagement structures and linked persons.
Practical implications
Formal interactions in a form of expert meetings and technical working groups between researchers and policy makers can facilitate the use of health research evidence in policy formulation.
Social implications
In terms of framework there is need to put in place formal interaction frameworks between health researchers and policy makers within the knowledge translation and exchange.
Originality/value
There is dearth of literature on the levels of involvement and interaction between health researchers and health policy or decision makers in health policy, systems and services research in Malawi. This study seeks to bridge the gap with empirical evidence.
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Felipe Mellado, Eric C.W. Lou and Christian L. Correa Becerra
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…
Abstract
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.
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Ali Janati, Edris Hasanpoor, Sakineh Hajebrahimi and Homayoun Sadeghi-Bazargani
Hospital manager decisions can have a significant impact on service effectiveness and hospital success, so using an evidence-based approach can improve hospital management. The…
Abstract
Purpose
Hospital manager decisions can have a significant impact on service effectiveness and hospital success, so using an evidence-based approach can improve hospital management. The purpose of this paper is to identify evidence-based management (EBMgt) components and challenges. Consequently, the authors provide an improving evidence-based decision-making framework.
Design/methodology/approach
A total of 45 semi-structured interviews were conducted in 2016. The authors also established three focus group discussions with health service managers. Data analysis followed deductive qualitative analysis guidelines.
Findings
Four basic themes emerged from the interviews, including EBMgt evidence sources (including sub-themes: scientific and research evidence, facts and information, political-social development plans, managers’ professional expertise and ethical-moral evidence); predictors (sub-themes: stakeholder values and expectations, functional behavior, knowledge, key competencies and skill, evidence sources, evidence levels, uses and benefits and government programs); EBMgt barriers (sub-themes: managers’ personal characteristics, decision-making environment, training and research system and organizational issues); and evidence-based hospital management processes (sub-themes: asking, acquiring, appraising, aggregating, applying and assessing).
Originality/value
Findings suggest that most participants have positive EBMgt attitudes. A full evidence-based hospital manager is a person who uses all evidence sources in a six-step decision-making process. EBMgt frameworks are a good tool to manage healthcare organizations. The authors found factors affecting hospital EBMgt and identified six evidence sources that healthcare managers can use in evidence-based decision-making processes.