Achieving sustainability-related targets in construction projects is increasingly becoming a key performance driver. Yet sustainability is a complex concept in projects and there are many diverse stakeholders. Some stakeholders are generally recognized as important, i.e., the client and main contractor, yet there are others not always perceived as such and whose absence from the decision-making processes may result in a failure to address sustainability issues. Hence there is a need for a systematic approach to engage with stakeholders with high salience in relation to sustainability. This paper reports the results of an exploratory study involving interviews with construction project practitioners that are involved in sustainability in some way. Data were collected from the practitioners in terms of the processes for engaging with stakeholders to deliver sustainability. The data suggests six steps to a stakeholder engagement process: (i) identification; (ii) relating stakeholders to different sustainability-related targets; (iii) prioritization; (iv) managing; (v) measuring performance; and (vi) putting targets into action. The results suggest that understanding the different sustainability agendas of stakeholders and measuring their performance using key performance indicators are important stages to be emphasized in any stakeholder engagement process to achieve sustainability-related goals. OPEN ACCESSSustainability 2013, 5 696

No abstract

Purpose A voluminous amount of research has been conducted on project delay in the recent past; however, the persistence of the problem demands that a relentless quest for solutions is upheld. It can be argued that the problem is likely to be more pronounced in areas where development pressure is the highest. One such area is the United Arab Emirates (UAE) where the construction industry is said to have reached an unparalleled position in the last decade. The purpose of this paper is to identify the most significant causes of delays in the UAE construction industry. Design/methodology/approach A survey was conducted targeting three key types of stakeholders, namely clients, contractors and consultants. Validity and reliability were achieved by first assessing the plausibility of construction delay variables in UAE. The verification took place after the interpretation of quantitative data, this involved presenting the findings to the main participants. The validation took place after the verification process. Rigour was achieved by engaging participants previously engaged in UAE and focussing on verification and validation, this included responsiveness of the researchers during group discussions, methodological coherence, appropriate sampling frame and data analysis. Findings From the analysis, the study unveiled a number of important causes of construction delays in the UAE, ranging from unrealistic contract durations to poor labour productivity, with consultants and clients seemingly shouldering the bulk of the “blame game”. It was evident that all the three main stakeholders in a construction project (clients, consultants and contractors) need to change their existing practices in order to ensure timely delivery of projects. The research also confirms that delays are country specific and appear to be time related hence they should be viewed within the social, economic and cultural settings of the UAE. Research limitations/implications A major limitation of the current study was the use of a single approach to facilitate data collection. Practical implications It was evident that practitioners need to change their existing practices in order to ensure timely delivery of projects. Continuous coordination and relationship between practitioners are required through the project life cycle in order to solve problems and develop project performance. Originality/value As suggested in this study methods should be put in place to reduce long and bureaucratic processes within the client’s organisations, not only to fulfil the requirements of the contract but also to suite fast-track projects.

Social cues, such as eye gaze and pointing fingers, can increase the prioritisation of specific locations for cognitive processing. A previous study using a manual reaching task showed that, although both gaze and pointing cues altered target prioritisation (reaction times [RTs]), only pointing cues affected action execution (trajectory deviations). These differential effects of gaze and pointing cues on action execution could be because the gaze cue was conveyed through a disembodied head; hence, the model lacked the potential for a body part (i.e., hands) to interact with the target. In the present study, the image of a male gaze model, whose gaze direction coincided with two potential target locations, was centrally presented. The model either had his arms and hands extended underneath the potential target locations, indicating the potential to act on the targets (Experiment 1), or had his arms crossed in front of his chest, indicating the absence of potential to act (Experiment 2). Participants reached to a target that followed a nonpredictive gaze cue at one of three stimulus onset asynchronies. RTs and reach trajectories of the movements to cued and uncued targets were analysed. RTs showed a facilitation effect for both experiments, whereas trajectory analysis revealed facilitatory and inhibitory effects, but only in Experiment 1 when the model could potentially act on the targets. The results of this study suggested that when the gaze model had the potential to interact with the cued target location, the model's gaze affected not only target prioritisation but also movement execution.

No abstract