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Article
Publication date: 7 April 2015

Aki Pekuri, Laura Pekuri and Harri Haapasalo

The purpose of this study is to investigate project selection in the context of business management with the specific aim of understanding the role of business models in project…

1894

Abstract

Purpose

The purpose of this study is to investigate project selection in the context of business management with the specific aim of understanding the role of business models in project selection. The logic followed for making decisions and selecting projects significantly influences construction companies’ success.

Design/methodology/approach

The research objective is pursued by conducting a multiple-case study. Managers acting in key decision-making roles from eight construction companies are interviewed. A conceptual framework is developed for analysing the interview data and the prevailing project selection practices in construction.

Findings

The findings suggest that project selection is not guided by any specific business model, but that the decision-making process is dominated more by short-term factors such as need of work and profitability. Thus, estimation know-how largely determines the kind of projects companies are willing to consider, regardless of their competence to deliver them.

Research limitations/implications

The study produces a hypothesis that ignorance of business models in project selection and their general underutilisation in management have negative effects on performance of the construction industry. More consistent management practice would enable the development of business models and processes, contributing to performance and help companies to distinguish themselves from each other.

Originality/value

As opposed to previous studies that have produced bidding models that emulate the current industry practices, this research analyses the prevailing logic of project selection from a more critical perspective. In addition, the project selection practices of Finnish construction companies have not been investigated previously.

Details

Construction Innovation, vol. 15 no. 2
Type: Research Article
ISSN: 1471-4175

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Article
Publication date: 6 September 2013

Aki Aapaoja, Maila Herrala, Aki Pekuri and Harri Haapasalo

Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for…

1768

Abstract

Purpose

Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects.

Design/methodology/approach

This paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study.

Findings

This paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known.

Practical implications

The construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry.

Originality/value

Team integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.

Details

International Journal of Managing Projects in Business, vol. 6 no. 4
Type: Research Article
ISSN: 1753-8378

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Available. Content available
Article
Publication date: 6 September 2013

Derek H.T. Walker

112

Abstract

Details

International Journal of Managing Projects in Business, vol. 6 no. 4
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 3 January 2017

Krzysztof Kubacki, Rimante Ronto, Ville Lahtinen, Bo Pang and Sharyn Rundle-Thiele

A significant proportion of the world’s adult population is insufficiently active. One approach used to overcome barriers and facilitate participation in physical activity is…

3456

Abstract

Purpose

A significant proportion of the world’s adult population is insufficiently active. One approach used to overcome barriers and facilitate participation in physical activity is social marketing. The purpose of this paper are twofold: first, this review seeks to provide a contemporary review of social marketing’s effectiveness in changing physical activity for the better; and second, it seeks to ascertain the extent that Andreasen’s (2002) six social marketing benchmark criteria have been applied in social marketing interventions targeting physical activity.

Design/methodology/approach

In total, 94 articles covering 26 social marketing interventions were identified following systematic literature review procedures.

Findings

None of the interventions gave evidence that they addressed all six social marketing benchmark criteria, and only four interventions addressed five criteria. The results indicate that three of the benchmark criteria, namely, behavioural objectives, formative research, and marketing mix are well utilised in social marketing interventions. Inclusion of market segmentation, exchange and competition offers potential to extend further on social marketing’s effectiveness in increasing physical activity.

Originality/value

The results of the current study indicate that increasing the number of benchmark criteria used in an intervention to at least four increases the chances of achieving positive behavioural outcomes.

Details

Health Education, vol. 117 no. 1
Type: Research Article
ISSN: 0965-4283

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