Search results

The successful implementation of hospital projects (HPs) tends to confront sundry challenges in the planning and construction (P&C) phases due to their complexity and particularity. Employing key performance indicators (KPIs) facilitates the monitoring of HPs to advance their successful delivery. This study aims to comprehensively investigate the KPIs for hospital planning and construction (HPC).

The KPIs for HPC were identified through a systematic review. Then a comprehensive assessment of these KPIs was performed utilizing a meta-analysis method. In this process, basic statistical analysis, subgroup analysis, sensitive analysis and publication bias analysis were performed.

Results indicate that all 27 KPIs identified from the literature are significant for executing HPs in P&C phases. Also, some unconventional performance indicators are crucial for implementing HPs, such as “Project monitoring effectiveness” and “Industry innovation and synergy,” as their high significance is reflected in this study. Despite the fact that the findings of meta-analysis are more trustworthy than those of individual studies, a high heterogeneity still exists in the findings. It highlights the inherent uncertainty in the construction industry. Hence, this study applied subgroup analysis to explore the underlying factors causing the high level of heterogeneity and used sensitive analysis to assess the robustness of the findings.

There is no consensus among the prior studies on KPIs for HPC specifically and their degree of significance. Additionally, few reviews in this field have focused on the reliability of the results. This study comprehensively assesses the KPIs for HPC and explores the variability and robustness of the results, which provides a multi-dimensional perspective for practitioners and the research community to investigate the performance of HPs during the P&C stages.

While previous studies have focused on identifying management control (MC) mechanisms in international construction joint ventures (ICJVs), the impacts of such MC mechanisms on the performance of ICJVs remain largely unknown. This study aims to investigate the impacts of MC mechanisms on the performance of ICJVs hosted in the developing country of Ghana.

Through a comprehensive review of the literature, a theoretical model was developed, and data were collected through a questionnaire survey with 190 project managers composed of Ghanaians/locals and their foreign partners of ICJVs. The data were analyzed using partial least squares structural equation modeling.

Results showed that both personnel and support and training control mechanisms have a positive and significant impact on project and company/partner performance. Surprisingly, insignificant and negative impacts exist between both mechanisms and socioenvironmental and company/partner performance from the local partners' view, respectively; the reverse is rather true from the foreign partners' perspective.

This study contributes to the ICJV body of knowledge by analyzing the impacts of MC mechanisms on the ICJVs’ performance, enabling ICJVs frontliners (i.e. top managers) and project managers to better enhance their control structures and the ICJVs’ performance.

This is arguably the first study to take the bipartite perspective rather than the unilateral view of studying the impacts of MC mechanisms on the performance of ICJVs.

The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined.

A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives.

In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction.

The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support.

PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction.

This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.