Problem statement: Buildings contribute significantly global environmental problems. Better design can minimize these impacts. Design Green Building (DGB) aims to reduce buildings' impact on the environment. However, the green design performance depends on design team attributes. In addition, the Governance System (GS) and Client Quality (CQ) as external factors have influence on Design Team Attributes (DTA) of green building. Approach: To identify mentioned factors questionnaire survey was conducted to collect dada required. A sample of 277 respondents has been covered under the study, including architects and engineers practicing design and consultancy building sectors. Analysis data includes descriptive and quantitative analysis by using SSPS software version 16 was carried out. A correlation and regression models was established to explore the relationship between identified factors. Results: Architect is most involved one during the design process of green buildings with mean 4.82 followed by mechanical and electrical engineers with mean 4.52 and 4.44 respectively, while structural and civil engineers, interior designers and quantity survivors were 3.71, 3.29 and 2.88 respectively. The most design team attributes were investigated have a significance degree of influence except design team reputation. On the other hand, the other hand, the Governance system and client quality have major influence on these attributes. Conclusion: Involvement and participation of all project stakeholders are required. Design team attributes are the key factors to improve green design performance. Governance system and client quality play major role to enhance design team attributes. Therefore, effective regulations and policies may increase performance of the green Effective design team management device should be applied to implement Design team attributes effectively in order to improve green design team performance.
PurposeThe paper's aim is to establish the relationships between the formalisation of construction firms on the level of coordination and effectiveness of refurbishment projects.Design/methodology/approachThe approach takes the form of a literature review of published journals and textbooks, a postal questionnaire survey with managing directors, project managers and contract managers. About 94 construction companies were selected for the postal questionnaire survey. In total, 54 (57 percent) of returned questionnaires were considered to be useful for statistical analysis.FindingsHighly formalised construction firms require higher level of coordination than lowly formalised construction firms. In highly formalised construction firms, the participants managing refurbishment projects tend to circumvent formalisation by having more informal interactions, which contradicts the needs of the firms. The effectiveness of highly formalised construction firms is not significantly better than lowly formalised construction firms.Research limitations/implicationsThe study is limited to medium and large refurbishment projects, with contract value above £500,000.Practical implicationsThe paper highlights the need to reduce formalisation in managing refurbishment projects. Large construction firms, which tend to be highly formalised should set up autonomous refurbishment division to manage refurbishment projects.Originality/valueThe paper shows that the formalisation of the organizational structure of construction firms affects the level of coordination of refurbishment projects.
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