Abstract:Although sustainability is of utmost importance, anecdotal evidence suggests that the concept is not adequately implemented in many developing countries. This paper investigates industry stakeholders' awareness of the current state of, factors driving, and barriers hindering the adoption of sustainable construction (SC) in Cambodia. Using an empirical questionnaire survey targeting local construction professionals, respondents were invited to rate their level of awareness, knowledge and understanding of SC, as well as to rate the level of importance of 31 drivers and 10 barriers identified from the seminal literature. The data set was subjected to the relative importance index method. The results suggest that the industry-wide adoption of SC practices is poor, which is believed to be due to a lack of awareness and knowledge, and reluctance to adopt new sustainable technologies. Furthermore, more efforts must be put into the selection of more durable materials for the extension of buildings' lives and to minimize material consumption, as well as to develop energy-efficient buildings with minimal environmental impact and a healthy indoor environment, so that the ability of future generations to meet their own needs will not be compromised. The outcomes of this study have enriched knowledge about the current state of, drivers of, and barriers to sustainable construction in a typical developing economy. Although the outcomes of this study were a short scoping exercise, it has formed a significant base for future SC work within Cambodia.

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This paper proposes the Analytic Hierarchy Process (AHP) as a tool to rank different critical success factors (CSFs) for construction projects in Lithuania. Considering the current lack of understanding of CSFs within the local context, this study is one of the first attempts to gain an understanding of the CSFs in the local industry. Our study revealed that, for construction projects in Lithuania, clear and realistic project goals, project planning, the project manager's competence, relevant past experience of the project management/team, the competence of the project management/team, clear and precise goals/objectives of the client, the project's value, the project's complexity and uniqueness, the project manager's experience, and the client's ability to make timely decisions are the top-ranking CSFs. In view of these findings, the study highlighted the key areas for successful implementation of construction projects in Lithuania.

This study investigates an extended version of the combined compromise solution method with grey numbers, named CoCoSo-G for short, to measure the performance of suppliers in a construction company in Madrid. Seven criteria from a relevant previous study are the basis for assessing the performance of suppliers, while ten suppliers are composing our decision matrix. To initiate the decision-making process, we invite experts to aid us in the qualitative evaluation of the suppliers using grey interval values. Two weighting methods, including the DEMATEL (Decision Making Trial and Evaluation Laboratory) and BWM (best worst method) are used to achieve the importance of supplier criteria in a combined manner. The DEMATEL method is used to realise the best and worst criteria, and the BWM is used to sort the criteria according to a linear programming formulation. The CoCoSo-G method used to release the score of each supplier and rank them. We compare the results obtained by the CoCoSo-G with those obtained by the Complex Proportional Assessment method. It is evident that offering grey values for supplier qualification, using the combined weighting tool and proposing the new CoCoSo-G approach facilitate the evaluation process while indicating trustable outcomes.

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This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

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