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Alkilani, S and Loosemore, M (2022) Project performance measurement for small-and-medium sized construction contractors in the Jordanian construction industry. Construction Management and Economics, 40(10), 743–69.

  • Type: Journal Article
  • Keywords: Project performance; construction industry; developing countries; small-medium-sized contractors; resource-based view; contingency theory;
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2022.2108863
  • Abstract:
    This article addresses a gap in construction project performance measurement research from the perspective of small-medium-sized construction contractors in developing countries. Focussing on small-medium-sized contractors in the Jordanian construction industry, a survey of 231 Jordanian construction professionals was undertaken to investigate how different project stakeholders, intra and extra-organisational relationships and financial and non-financial measures support or hinder the delivery of project outcomes. Using exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and Partial Least Squares Structural Equation Modelling (PLS-SEM) an integrated theoretical performance measurement model was developed and tested which contributes to the advancement of construction project performance measurement research in a number of ways. First, it shows that small-medium-sized contractor project performance is a multi-dimensional, dynamic and contested construct which is bounded by environmental and organisational constraints, and inseparable from mainstream business performance. Second, it shows that performance is measured by six project-related constructs (project cost, time, quality, health and safety, environmental sustainability, and socio-economic performance) and three business-related constructs (profitability, client satisfaction and consultant satisfaction). Third, it shows that four intra-organisational groups of variables (leadership, management capabilities, human resource management and technical capabilities, resources and processes) have a significant impact on the overall project and business performance. Fourth, it shows that four extra-organisational groups of variables (client performance, consultant performance, supplier performance and external attributes) have a significant direct impact on project performance, but no moderating impact was found.

Borg, J and Scott-Young, C M (2022) Contributing factors to turnover intentions of early career project management professionals in construction. Construction Management and Economics, 40(10), 835–53.

Hoang, V, Raharjo, J P and Susilawati, C (2022) Meta-frontier efficiency analysis of real estate and construction firms in Indonesia. Construction Management and Economics, 40(10), 770–80.

Nguyen, D T and Le, P L (2022) Twenty-year application of logistics and supply chain management in the construction industry. Construction Management and Economics, 40(10), 796–834.

Wang, C, Zhang, S, Gao, Y and Li, B (2022) Trust repair in the aftermath of conflict occurrence in construction subcontracting: an intergroup contact perspective. Construction Management and Economics, 40(10), 781–95.