A strategic framework managing challenges of integrating lean construction and integrated project delivery on construction megaprojects, towards global integrated delivery transformative initiatives in multinational organisations

2022

JEDT

Purpose Energy-saving is a growing challenge worldwide because of population growth, economic activity and high consumption rates that are unsustainable in the long term. Health-care facilities and hospitals face the challenge of increases in operational costs. This paper aims to appraise challenges to adopting energy-saving policies and proposes a roadmap for sustainability and energy efficiency management in hospitals and health-care facilities. Design/methodology/approach Eight hospitals were examined as case studies through qualitative interviews with hospital senior management, executives and health-care facilities managers in addition to collecting relevant data from the literature; there is critical appraisal and content analysis of this data. Findings This study established factors influencing implementation and challenges to energy-saving strategies. This study proposed guidelines for efficient energy management in hospitals and health-care facilities. This study concluded that the best performance is secured by integrating the proposed guidelines with the adoption of ISO 50001 energy management systems to achieve the United Nations’ sustainable development goal – SDG 7 “affordable and clean energy”. Research limitations/implications This study is limited to the initiatives/experiences of the hospitals studied in the Middle East and North Africa region. Originality/value This study’s findings, conclusions, recommendations and proposed guidelines enrich the body of knowledge. This will allow industry key stakeholders, hospitals and health-care facilities managers to overcome challenges of implementing energy management. In addition, adopting the proposed guidelines will improve energy efficiency and help hospitals in green initiatives as they seek to demonstrate their support for United Nations’ sustainable development goals.

Section: Introductionmentioning

confidence: 99%

Hospitals management transformative initiatives; towards energy efficiency and environmental sustainability in healthcare facilities

Dion

2022

JEDT

“…The built environment encounters substantial risks and challenges in its evolution towards sustainable development (Evans and Farrell, 2021). International businesses, multinational architecture, engineering, and construction (AEC) organisations (including enterprises and corporations), technical professional, architecture, engineering, construction, project and portfolio management organisations face global connectivity challenges between business units, especially during the outbreak of the novel coronavirus pandemic 2019 (COVID-19).…”

Section: Introductionmentioning

confidence: 99%

“…Much criticism has been raised about the separate implementation of either BIM or LC practices in the built environment (Olawumi and Chan, 2019b) due to difficulties and more problems caused by its adoption. Despite the obvious benefits of adopting the IPD approach in the USA and many countries worldwide, its implementation in the Middle East and North Africa (MENA) region faces a number of challenges which limit its adoption on megaprojects (Evans and Farrell, 2021; Rached et al , 2014). The current construction literature associated with the integration of IPD, LC and/or BIM is limited, and existing studies mostly focus on qualitative approaches.…”

Section: Introductionmentioning

confidence: 99%

Competency framework to integrate lean construction and integrated project delivery on construction megaprojects: towards a future of work global initiatives in multinational engineering organisations

Elbeltagi

et al. 2021

BIJ

Self Cite

PurposeBuilt environment organisations face global challenges between business units, especially since the coronavirus pandemic (COVID-19) has profoundly disrupted the construction industry worldwide, including the management of construction megaprojects (CMPs). This research aims to develop a competency framework, for global integrated delivery (GID) transformative initiatives and future of work (FOW) global initiatives, to manage integration between lean construction (LC) practices and integrated project delivery (IPD) on CMPs in contemporary multinational engineering organisations.Design/methodology/approach“Mixed research methods” involves a two-stage quantitative and qualitative research approach. In the context of CMPs, stage one consisted of a qualitative research methodology comprising a literature review to examine competencies, COVID-19 impacts, responses and key drivers (KDs) to integrate LeanIPD&GID; stage one outcomes propose a conceptualisation of LeanIPD&GID, a competency framework and future of work (FOW) global initiatives. Stage two involved an empirical questionnaire survey for a set of 30 KDs arranged into five-factor clusters (FCs), 226 respondents from 23 countries with an extensive cosmopolitan experience; analysis adopted structural equation modelling (SEM), descriptive and inferential statistics, percentage scoring analysis, principal component analysis (PCA) and eigenvalues.FindingsIn the context of CMPs, stage one outcomes delivered a conceptualisation of LeanIPD&GID, a proposed competency framework and FOW global initiatives. Stage two concluded that the most significant KDs are “collaboration in design, construction works and engineering management,” “coordination and planning of construction work,” “senior organisational management support,” “boosting implementation of LC, and integrating project delivery” and “earlier and precise 3D visualisation of designs”. building information modelling (BIM) adoption in the MENA region is higher than LC; the second is still taking its first steps, while IPD has little implementation. LeanBIM is slightly integrated, while LeanIPD integration is almost not present.Originality/valueThe research findings, conceptualised LeanIPD&GID principles, a proposed competency framework and FOW global initiatives, provided future research streams and directions; the study has provided a competency framework and FOW global initiatives for effective practical strategies for enhancing integration of LeanIPD&GID transformative initiatives on CMPs and will allow project key stakeholders to place emphasis on boosting LeanIPD&GID KDs.

“…The architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development (Evans and Farrell, 2021). International businesses, multinational AEC organisations (including enterprises and corporations), technical professional, architecture, engineering, construction, project and portfolio management organisations face global connectivity challenges between business units, especially during the coronavirus (COVID-19) pandemic, to manage construction megaprojects (CMPs).…”

Section: Introductionmentioning

confidence: 99%

“…1.1 Research objectives Despite the obvious benefits of adopting the IPD approach in the USA and many countries worldwide, its implementation in the Middle East and North Africa (MENA) region faces a number of challenges which limit its adoption on megaprojects (Evans and Farrell, 2021;Rached et al, 2014). The current construction literature associated with the integration of IPD, LC and or BIM is limited and existing studies mostly focus on qualitative approaches.…”

Section: Introductionmentioning

confidence: 99%

Barriers to integrating lean construction and integrated project delivery (IPD) on construction megaprojects towards the global integrated delivery (GID) in multinational organisations: lean IPD&GID transformative initiatives

Elbeltagi

et al. 2021

JEDT

Purpose The architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development. International businesses, multinational AEC organisations, technical professionals, project and portfolio management organisations face global connectivity challenges between business units, especially during the outbreak of novel coronavirus pandemic, to manage construction megaprojects (CMPs). That raises the need to manage global connectivity as a main strategic goal of global organisations. This paper aims to investigate barriers to integrating lean construction (LC) practices and integrated project delivery (IPD) on CMPs towards the global integrated delivery (GID) transformative initiatives and develop future of work (FOW) global initiatives in contemporary multinational AEC organisations. Design/methodology/approach A two-stage quantitative and qualitative research approach is adopted. The qualitative research methodology consists of a literature review to appraise barriers to integrating LeanIPD&GID on CMPs. Barriers are arranged into six-factor clusters (FCs), with a conceptualisation of LeanIPD&GID, GID strategy placements and FOW global initiatives with multiple validations. This analysis also involved semi-structured interviews and focus group techniques. Stage two consisted of an empirical questionnaire survey that shaped the foundation of analysis and findings of 230 respondents from 23 countries with extensive cosmopolitan experience in the construction of megaprojects. The survey examined a set of 28 barriers to integrating LeanIPD&GID on CMPs resulting from a detailed analysis of extant literature after validation. Descriptive and inferential statistical tests were exploited for data analysis, percentage scoring analysis, principal component analysis (PCA) and eigenvalues were used to elaborate on clustered factors. Findings The research conceptualised LeanIPD&GID principles and proposed GID strategy placements for LeanIPD&GID transformative initiatives and FOW global initiatives. It concluded that the most significant barriers to integration of LeanIPD&GID on CMPs are “lack of mandatory building information modelling (BIM) and LC industry standards and regulations by governments”, “lack of involvement and support of governments”, “high costs of BIM software licenses”, “resistance of industry to change from traditional working practices” and “high initial investment in staff training costs of BIM”. PCA revealed the most significant FCs are “education and knowledge-related barriers”, “project objectives-related barriers” and “attitude-related barriers”. Awareness of BIM in the Middle East and North Africa (MENA) region is higher than LC and LC awareness is higher than IPD knowledge. Whilst BIM adoption in the MENA region is higher than LC; the second is still taking its first steps, whilst IPD has little implementation. LeanBIM is slightly integrated, whilst LeanIPD integration is almost not present. Originality/value The research findings, conclusion and recommendation and proposed GID strategy placements for LeanIPD&GID transformative initiatives to integrating LeanIPD&GID on CMPs. This will allow project key stakeholders to place emphasis on tackling LeanIPD&GID barriers identified in this research and commence GID strategies. The study has provided effective practical strategies for enhancing the integration of LeanIPD&GID transformative initiatives on CMPs.