A megatrend in the business environment poised at practically entrenching sustainability while ensuring global business competitiveness is viewed as a circular economy. At the firm level, circular economy practices distinguish firms for excellent product and service delivery, thus ensuring competitive advantage. The construction firm of the future will practice circular economy while adopting sustainable technology. This study is focused on assessing organisational growth transition among small and medium construction enterprises. A quantitative approach was adopted and structured questionnaires were administered among SME construction firms. The findings reveal the critical factors affecting organisational growth and transition in achieving a circular economy include availability of logistics infrastructure and firm’s market share, among others. Factor analysis indicated PCA extractions showing the component’s rotation indicating four structure components in the variables. The study named the four clusters required for achieving organisational growth transition as: firm positioning for competitive advantage, personnel management, service delivery and government policy and support. The study provides a foundation for other organisational growth transition studies stemming from circular economy adoption among construction industry SMEs.
Digitalization is redefining products and business models worldwide. This places a demand for transformation in a firm's organizational culture and strategy. This study thus assesses the cultural orientations and strategic capability required for the adoption of building information modeling (BIM) in construction firms as a platform for the enhancement of digital transformation. It examines the prevalence of the orientations and capability, evaluates the relationship among cultural orientations, strategic capability, and BIM adoption as well as predicts a model of BIM adoption from culture and strategy. Data were collected through questionnaires administered to top management staff in construction firms in Lagos State. Factor Analysis, Correlation, and Regression were the adopted statistical tools. The results revealed production, task accomplishment, innovative construction process, workforce, knowledge management, environmental, founder's belief as well as conflict resolution as the prevalent cultural orientations. The availability of resources to communicate, interact, and collaborate digitally as well as leadership capability to organize and coordinate digitally are the top two strategic capabilities. Despite the respondents' level of agreement on the constructs; culture and strategic capability contribute 18% of the BIM model. The study concludes that the more the firms' leadership interacts with digitally oriented clients, embeds digitalization in a mission statement, and adopts innovative construction processes, the better the BIM adoption. It is recommended that the firms' leadership develop or re‐configure an innovative culture and re‐strategize construction activities digitally by adopting BIM which can be turned into a dynamic capability for firm improvement and competitiveness.
Procurement of Facility Management (FM) services can be made through three main approaches; In-sourcing, Outsourcing or a combination of both In-sourcing and Outsourcing (Hybrid). The approach taken depends on the priority set by the organisation for the services to be procured amidst prevailing constraints and limitations. Many organisations follow a rule of chance approach in choosing a particular FM procurement option that seems right at the time and then wait to learn from the outcome later, this no doubt can come at a very high consequence to the organisation. This study therefore assesses the factors influencing the choice of procurement routes in facilities management. 75 structured research questionnaires were distributed, 55 were completed and returned representing a 73% response rate. The findings of this study shows that continuity and risk management are the most important factors influencing decision when considering in-house procurement route for FM services while reduced overhead and improved process responsiveness were ranked as top factors considered when outsourcing and choosing the hybrid routes respectively. It was recommended that organisations must strive to achieve efficiency in their service delivery for enhanced customer satisfaction.
As digitilisation is being applied in redefining products and business models worldwide , evidence abound in the construction industry as a sector that is slow to its adoption. While digitilisation tools have been applied in modifying processes/procedures in the global North; a larger percentage of the sector in the global South is yet to be disrupted. For indigenous firms to join the rapid transformation wheel, this study reviews the interrelationship between digitilisation and building information modeling. The study objectives are to examine the prevalence of cultural and strategic capability, evaluate the relationship between cultural orientation and strategic capability as well as predict a model of building information adoption from culture and strategy. The study population was drawn from the list of construction firms registered with the Lagos State Tender board, list of registered construction firms from the Institute and specific listed firms on the internet. Factor Analysis, Correlation and Regression were the adopted statistical tools. The results revealed production; task and goal attainment; information/communication technology; workforce; innovation, learning and knowledge management as well as conflict and dispute resolution as the prevalent cultural orientations. The availability of resources to communicate, interact and collaborate digitally and leadership capability to organise and coordinate digitally are the top two strategic capabilities. Consequently, 3 out of every 5 firms have moderate awareness on BIM implementation. It was concluded that the level of agreement on the adoption of the culture and the strategy did not reflect on the level of BIM adoption model. Since the results revealed that the existing orientation and strategy contribute about a tenth of BIM adoption model; the firms' leadership need cultural reorientation from the client angle and from business environment. On strategy, the firms need support from institutions/government on policies that will cushion the effect of the provision of resources for transformation.
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