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Construction companies play a vital role in the development of any country. The objective of the study is to evaluate the influence of leadership and quality culture (QC) on quality management (QM) practices and operational performance (OP).

The questionnaire method was used to collect raw data from 325 construction companies in Oman. Confirmatory factor analysis was applied to evaluate the measurement, model reliability and validity. The relationship between the latent constructs was investigated by Partial Least Square – Structural Equation Modeling (PLS-SEM).

The findings indicate that, leadership significantly affected QM practices and OP. Moreover, while the QC has significantly influenced QM practices, QC had not influenced OP. One reason is the lack of knowledge of the employee that the quality procedures have the power to reduce rework, waste, and decrease the project's period. And the study found that the QM practices have significantly influenced OP.

The limitation of this research is that some construction companies have no quality assurance leaders in the project; therefore, the questionnaires were circulated to project managers or project management leaders and that negatively affect the quality of data collecting from the responses. Eventually, the framework is considered to be the main contribution and is recommended for usage in the project. This study gives guidelines for leadership and leadership's accountabilities to provide a keen decision that to improve OP and to ensure the competence of employees.

The limitation of this research is that some construction companies have no quality assurance leaders in the project and so the questionnaires were circulated to project managers or project management leaders, which could influence the value of the responses. Eventually, the framework appeared to be the main contribution to awareness and is recommended for use to ensure a successful construction project in both the public and private sectors. The current study lays out some relevant roles for leadership and its accountabilities to provide a keen decision to improve OP and to ensure the competence of employees.

The purpose of this paper is to explore the issue of using virtual tours to improve health and safety through preparatory familiarisation for visits to the swarming area. The main objective of the virtual environment system is path finding by commanding spatial skills.

Provides a case study of the area of Jamarat. One of the main ritual sites during the Hajj, in which Muslims stone the devil during the annual pilgrimage, will be unveiled from a virtual reality perspective and visual analytics.

The virtual environment built may help people interested in a virtual tour of the environment but have no opportunity to go due to limitations or may facilitate participants in pre‐departure preparation of a dangerous environment.

This paper's main issue is using virtual environments for virtual tours and discusses the principles of virtual environment creation and information extraction from available sources using a case study.

The development of the case study environment will be used for training purposes of the Hajj pilgrim candidates to avoid any possible fatal distraction.

Study on knowledge-based systems for scientific publications is growing very broadly. However, most of these studies do not explicitly discuss the knowledge management (KM) component as knowledge management system (KMS) implementation. This background causes academic institutions to face challenges in developing KMS to support scholarly publication cycle (SPC). Therefore, this study aims to develop a new KMS conceptual model, Identify critical components and provide research gap opportunities for future KM studies on SPC.

This study used a systematic literature review (SLR) method with the procedure from Kitchenham et al. Then, the SLR results are compiled into a conceptual model design based on a framework on KM foundations and KM solutions. Finally, the model design was validated through interviews with related field experts.

The KMS for SPC focuses on the discovery, sharing and application of knowledge. The majority of KMS use recommendation systems technology with content-based filtering and collaborative filtering personalization approaches. The characteristics data used in KMS for SPC are structured and unstructured. Metadata and article abstracts are considered sufficiently representative of the entire article content to be used as a search tool and can provide recommendations. The KMS model for SPC has layers of KM infrastructure, processes, systems, strategies, outputs and outcomes.

This study has limitations in discussing tacit knowledge. In contrast, tacit knowledge for SPC is essential for scientific publication performance. The tacit knowledge includes experience in searching, writing, submitting, publishing and disseminating scientific publications. Tacit knowledge plays a vital role in the development of knowledge sharing system (KSS) and KCS. Therefore, KSS and KCS for SPC are still very challenging to be researched in the future. KMS opportunities that might be developed further are lessons learned databases and interactive forums that capture tacit knowledge about SPC. Future work potential could identify other types of KMS in academia and focus more on SPC.

This study proposes a novel comprehensive KMS model to support scientific publication performance. This model has a critical path as a KMS implementation solution for SPC. This model proposes and recommends appropriate components for SPC requirements (KM processes, technology, methods/techniques and data). This study also proposes novel research gaps as KMS research opportunities for SPC in the future.

The application of knowledge management (KM) in government agencies is one strategy to deal with government problems effectively and efficiently. This study aims to identify KM readiness critical success factors (CSFs), measure the level of readiness for KM implementation, identify improvement initiatives and develop KM readiness models for government agencies. This model plays a role in the implementation of KM successful.

The level of readiness is obtained by calculating the factor weights of the opinions of experts using the entropy method. The readiness value is calculated from the results of the questionnaire with average descriptive statistics. The method for analysis of improvement initiatives adopts the Asian Productivity Organization framework. The model was developed based on a systems approach and expert validation.

Reliability testing with a Cronbach’s alpha value for entropy is 0.861 and the questionnaire is 0.920. The result of measuring KM readiness in government agencies is 75.29% which is at level 3 (ready/needs improvement). The improvement in the level of readiness is divided into two parts: increasing the value of factors that are still less than ready (75%) and increasing the value of all factors to level 4 (84%). The model consists of three main sections: input (KMCSFs), process (KM readiness) and output (KM implementation).

The first suggestion is that the sample of employees used in this study is still in limited quantities, that is, 50% of the total population. The second limitation is determining KMCSFs. According to experts, combining this study with factor search and correlation computations would make it more complete. The expert’s advice aims to obtain factors that can be truly tested both subjectively and objectively. Finally, regarding literature selection for future research, it is recommended to use a systematic literature review such as the preferred reporting items for systematic reviews and meta-analyses and Kitchenham procedures.

The management must also prioritize KMCSF according to its level and make KMCSF a key performance indicator. For example, at the priority level, active leadership in KM is the leading performance indicator of a leader. Then at the second priority level, management can make a culture of sharing an indicator of employee performance through a gamification program. The last point that management must pay attention to in implementing all of these recommendations is to collaborate with relevant stakeholders, for example, those authorized to draft regulations and develop human resources.

This study proposes a novel comprehensive framework to measure and improve KM implementation readiness in government agencies. This study also proposes a KMCSF and novel KM readiness model with its improvement initiatives through this framework.