2005
DOI: 10.1108/13683040510588800
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Business performance measurement practices in construction engineering organisations

Abstract: Purpose -The need for performance improvement has led to the implementation of industry-specific key performance indicators (KPIs) and greater awareness of the benefits of measurement in construction engineering organisations. This paper aims to present and discuss the findings of a survey based on the practical experiences of leading UK construction engineering organisations.Design/methodology/approach -The paper is based on a questionnaire survey, the findings of which are discussed and analysed. The survey … Show more

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Cited by 60 publications
(44 citation statements)
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“…This is so because projects involve defi ned objectives which must be achieved and numerous resources which need to be effi ciently utilised. The need for participants involved in construction project delivery to develop and use tools for performance measurement was emphasised in the UK and Sweden (Robinson et al 2005). Several researchers also developed numerous parameters for measuring project performance (Naoum, 1999;Ling and Chan, 2002;Thomas et al, 2002;Josephson and Lindstrom, 2007).…”
Section: Previous Studiesmentioning
confidence: 99%
“…This is so because projects involve defi ned objectives which must be achieved and numerous resources which need to be effi ciently utilised. The need for participants involved in construction project delivery to develop and use tools for performance measurement was emphasised in the UK and Sweden (Robinson et al 2005). Several researchers also developed numerous parameters for measuring project performance (Naoum, 1999;Ling and Chan, 2002;Thomas et al, 2002;Josephson and Lindstrom, 2007).…”
Section: Previous Studiesmentioning
confidence: 99%
“…Many of the archetypes or models evolved for adoption in business come with significant diversity both in design and implementation. The most frequently adopted frameworks in construction identified by Robinson et al (2005), includes Balanced Scorecard, EFQM and the Key Performance Indicators. Lam, Lam and Wang (2008) also used Malcolm Baldrige National Quality Award (MBNQA) to assess the strengths and weakness of contracting organisations in Hong Kong for continuous improvement accomplishment.…”
Section: Performance Measurement Framework In Constructionmentioning
confidence: 99%
“…Pode-se destacar a ampla utilização da sistemática do Balanced Scorecard como base para o desenvolvimento dos modelos propostos (36%, ou 8 modelos), corroborando os dados apresentados por Robinson et al (2005). Isso indica que há uma crescente preocupação de incorporar elementos de gestão estratégica na concepção dos sistemas de medição.…”
Section: Resultados E Discussõesunclassified