Effects of Theft on the Critical Path of Construction Projects

Haas, Oliver; Huschbeck, Torsten; Markovıč, Peter

doi:10.1007/978-3-030-95813-8_3

Cited by 5 publications

(2 citation statements)

References 20 publications

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“…In a similar vein, Ellis et al (2020) suggest securing the facility with physical barriers like locks and fences. Vandalism and theft at construction sites are serious issues for construction companies located in Accra, with losses projected to be in the millions of Ghanaian cedis, according to research by Haas et al (2022). This problem has been addressed in several ways, such as the installation of fencing, CCTV cameras, and security guards.…”

Section: Overview Of Theft and Vandalismmentioning

confidence: 99%

Theft and Vandalism Control Measures on Construction Sites

Arthur-Aidoo,

Coffie,

Abeka

et al. 2024

AJAR

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Purpose: The goal of this study is to determine and improve the best security practices within Ghanaian construction sites to control theft and vandalism incidents. Design/Methodology/Approach: A purposive sampling technique was adopted for the population which were indigenous small and medium-sized construction firms of D1KI and D2K2 categories to complete the semi-structured questionnaire. Out of the total of 80 questionnaires distributed, only 65 responses were retrieved for analysis. Descriptive statistics comprising, frequencies and mean scores were used. Findings: The findings showed that the most effective and often utilized security measure on construction sites is the hiring of watchmen, with security cameras, alarm systems, and warning signs being the least frequently employed. Sites would most likely be protected from theft by effective implementation of the most important security measures while also guaranteeing that the value for money invested in site security is also realized. Research Limitation/Implications: The effectiveness of theft and vandalism control measures may vary based on specific site characteristics, such as location, size, and type of construction. Generalising findings from one site to all construction contexts may not be applicable. Social Implication: Incidents of theft and vandalism can lead to social tensions within the community, especially if residents perceive construction activities as a source of risk. Effective control measures mitigate these tensions, fostering a more harmonious relationship between construction companies and the local population. Practical Implication: Minimizing the impact of theft and vandalism contributes to the timely completion of construction projects. Unanticipated delays due to security incidents can be avoided, ensuring that projects adhere to planned schedules and deadlines. Originality/ Value: The originality of this paper lies in its targeted investigation into theft and vandalism control measures on small and medium-sized construction sites, offering innovative and contextually relevant solutions that address the unique challenges faced by SMEs in the construction industry.

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Section: Overview Of Theft and Vandalismmentioning

confidence: 99%

Theft and Vandalism Control Measures on Construction Sites

Arthur-Aidoo,

Coffie,

Abeka

et al. 2024

AJAR

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“…Triggered by an enquiry of the Federal Ministry of the Interior, Department II/2/b -Special Operations, of the Republic of Austria, the study narrows down thematically to the decision on the acquisition of a concrete baton model for the Austrian police. This is the partial aspect of a strategic decision to be made in principle on the critical factors described above, which can be based on previous risk assessments of police resources or police actions by the author (2)(3)(4)(5)(6)(7)(8). The case study is also related to the author's dissertation topic, which deals with police risk management in relation to all its resources.…”

Section: Introductionmentioning

confidence: 99%

Strategic management in the police force's organizational culture

Huschbeck

Horres

2022

SIER

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This paper examines which economically oriented methods and approaches to strategic management may be found in the police's organizational culture, which is often disconnected from economic knowledge. In addition, the economic question of how far strategic considerations and strategic management expertise are currently embedded in the police's organizational culture and incorporated into their decision-making processes is addressed. The focus of the research is on the decision-making processes around the acquisition of a single police resource. This is a piece of a larger strategic decision that must be taken in principle and is based on the author's earlier risk assessment of a police resource. An detailed literature review is undertaken for this aim, which is confined to only the most recent literature sources. In addition, existing sources that communicate internal German police opinions are consulted. Given the difficulty of such a task, four responses to parliamentary questions from German interior ministries, as well as the experiences of European police forces on the subject, were employed. In this context, it is worth noting that the police and its members are dealing with a rising proclivity for violence, as well as a loss of reputation from segments of the populace who are becoming increasingly critical across borders. The author finds that strategic management is not yet fully entrenched in the police force, but it is on the rise, based on his research. As the essay will demonstrate, the previously asked scientific question can therefore only be answered in a contradictory manner.

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