How do contract types and incentives matter to project performance

The moderating effect of human resource management practices on the relationship between knowledge absorptive capacity and project performance in project-oriented companies

Construction industry observers tout the use of financial incentives as promoters of motivation and commitment on projects. Yet, little empirical evidence exists concerning their effectiveness. What are the drivers of motivation on construction projects? The reasons that construction project participants are motivated to pursue voluntary incentive goals are examined through four Australian case studies. The results demonstrate the critical role played by project relationships and equitable contract conditions in promoting the effectiveness of financial incentives. In the context of a construction project, this study finds financial incentives to be less important to motivation and performance than relationship enhancement initiatives. This finding is unexpected and has implications for the design of project procurement strategies. These results suggest if project clients ignore the importance of relationship quality between participants, the impact of any financial incentive will be compromised.

Motivation toward financial incentive goals on construction projects

Research in construction innovation highlights construction industry as having many barriers and resistance to innovations and suggests that it needs champions A hierarchical structural model is presented, to assess the impact of the role of the project manager (PM) on the levels of innovation and project performance 

The model adopts the structural equation modelling technique and uses the survey data collected from PMs and project team members working for general contractors in Singapore The model fits well to the observed data, accounting for 24%, 37% and 49% of the variance in championing behaviour, the level of innovation and project performance, respectively 

The results of this study show the importance of the championing role of PMs in construction innovation However, in order to increase their effectiveness, such a role should be complemented by their competency and professionalism, tactical use of influence tactics, and decision authority Moreover, senior management should provide adequate resources and a sustained support to innovation and create a conducive environment or organizational culture that nurtures and facilitates the PM’s role in the construction project as a champion of innovation

A hierarchical structural model of assessing innovation and project performance

Noise is one of the most frequent complaints and represents a public health hazard. While traffic-related noise has been studied extensively, research on construction noise has been lacking. In thi...

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Noise and the city: Leveraging crowdsourced big data to examine the spatio-temporal relationship between urban development and noise annoyance:

The impact of incentive mechanisms on project performance

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The impact of incentive mechanisms on project performance