Exploring project participants' satisfaction in the infrastructure projects

Kärnä, Sami; Junnonen, Juha‐Matti; Manninen, Ari-Pekka; Julin, Päivi

doi:10.1080/21573727.2013.823083

Cited by 16 publications

(25 citation statements)

References 41 publications

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“…For example use criterion '9 -Enhances teaching and learning' was uncertain for stakeholder 'h' 3 times across stages 0, 1 and 2; this stakeholder was repeatedly faced with uncertainty. This suggests that an improvement in information flow could drive better reflective decision making (Bucciarelli, 2002), sensemaking (Weick, et al 2005), sensegiving (Gioia and Chittipeddi, 1991) and stakeholder satisfaction (Kärnä, et al, 2013) The LEA client (stakeholder 'h') and the sustainability advisory group ('l') reported greatest levels of uncertainty. The former stated 8 times that they needed more information (across 6 criteria), while the latter was uncertain 8 times on 4 criteria.…”

Section: Values Support Sensemaking Under Uncertaintymentioning

confidence: 99%

“…Values could support sensemaking and sensegiving through demonstrating a broader frame of interests and conceiving values that go beyond financial value and enable the alignment and tracking of stakeholder satisfaction (Mittal and Lassar, 1998;Kärnä et al, 2013). and Weick's (1984) view organizations as 'interpretation systems' and the co-creation of market systems (Vargo et al, 2008 andVargo, 2011).…”

Section: A New Role For Universal Values In Supporting Nested Sensemamentioning

confidence: 99%

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Making sense of stakeholder values emergence

Mills¹,

Austin²

2014

Engineering Project Organization Journal

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Relatively little is known about how the concept of sensemaking is triggered by knowledge of human values during the multi-stakeholder decision-making process of construction projects. The emergent, complex and dynamic nature of a cultural value and values system is modelled on a longitudinal case study to demonstrate stakeholders' unique perceptions. Empirical data was gathered through action research and using value in design (VALiD) to structure stakeholder dialogues at three interventions in the briefing and design stages of a new primary school project over a two year period. Schwartz's (1992)

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Section: Values Support Sensemaking Under Uncertaintymentioning

confidence: 99%

Section: A New Role For Universal Values In Supporting Nested Sensemamentioning

confidence: 99%

Making sense of stakeholder values emergence

Mills¹,

Austin²

2014

Engineering Project Organization Journal

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“…Research presented in [17] showed that performance of infrastructure projects has been evaluated at a lower level than other project types in light of the project participants' satisfaction. This study highlighted the fact that infrastructure projects are unique and different from residential projects, thus a corresponding reproduction of the skills or repetition does not occur.…”

Section: The Satisfaction Concept In Supply Managementmentioning

confidence: 99%

Materials supply management in construction projects and satisfaction with the quality of structures

Blaževska-Stoilkovska

2015

Teh. vjesn.

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Original scientific paper This paper investigates how construction projects participants' evaluations of two aspects of material supply management, i.e. communication and coordination among involved parties and materials quality control, are related to satisfaction with the quality of structures. On a sample of 128 respondents in the Republic of Macedonia a questionnaire was administered to assess study variables. It was found that satisfaction with the quality of structures was relatively low. Respondents assessed materials supply management, i.e. coordination and communication among involved parties, and materials quality control as average. Pearson correlation analysis showed that these two variables as aspects of materials supply management were positively related to satisfaction with the structures' quality. A hierarchical regression analysis revealed that only perceived coordination and communication among involved parties significantly predicted participants' satisfaction with quality. It was concluded that project participants' satisfaction with the structures can be increased by paying more attention to materials supply management. Keywords: construction project participants; materials supply management; satisfaction with quality; structure Upravljanje nabavom materijala u građevinskim projektima i zadovoljstvo kvalitetom konstrukcijaIzvorni znanstveni članak U radu se ispituje kako su procjene sudionika građevinskih projekata o dva aspekta upravljanja nabavom materijala, t.j. komunikaciji i koordinaciji između uključenih strana i kontroli kvalitete materijala, povezane sa zadovoljstvom kvalitetom konstrukcija. Na uzorku od 128 ispitanika iz Republike Makedonije provedeno je ispitivanje o procjeni datih varijabli. Ustanovljeno je da je zadovoljstvo kvalitetom konstrukcija relativno malo. Ispitanici su kao prosječno ocijenili upravljanje nabavom materijala,

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“…Similarly, Koutsikouri et al, (2008) remark that even though delivering a project on schedule and on budget are still dominant within the inter-disciplinary project organization, team members themselves are also interested in whether a project is worthwhile doing, satisfying and a good learning experience. Hence, measuring the project participants' satisfaction can be used in perceiving needs for development, mutual learning and to improve collaboration between the project participants (Kärnä et al, 2013).…”

Section: Client and Project Participants' Approachmentioning

confidence: 99%

“…This extensive national database has been used for research activities for many purposes. Industrial performance has been investigated from the viewpoint of the performance of the different types of construction projects (Kärnä et al, 2013), and risk management (Lehtiranta, 2014). Also, Finnish BM data have been used to explore the role of multi-firm satisfaction in construction project success (Lehtiranta et al, 2012) and to examine the concept of customer satisfaction in construction (Kärnä, 2009).…”

Section: Observations From the Benchmark Datamentioning

confidence: 99%

Benchmarking construction industry, company and project performance by participants’ evaluation

Kärnä

Junnonen

2016

BIJ

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PurposeThe construction industry needs effective methods for gathering and utilizing performance information on industry, company and individual project levels. Such benchmarking (BM) information can be collected from project participants' bi-directional evaluations of each other's performance during construction projects. The purpose of this paper is to present the method and discuss the features of a multi-company project evaluation system as a BM tool. Also the accumulated results, based on the extensive BM database in the Finnish construction industry, are investigated. Design/methodology/approachThe web-based project evaluation tool was established in 2007 as a joint research project between the Helsinki University of Technology, construction organizations and main associations widely representing the construction industry in Finland. The evaluation method is based on soft, subjective measures, such as client satisfaction and project participants' satisfaction. The empirical observations of the study are based on over 5,500 evaluations during which the BM system was used in the Finnish construction industry. FindingsThe use of the evaluation is presented as a multi-level BM tool to evaluate the performance of different discipline groups on project, company and industry levels. The Finnish case shows an example of the industrylevel performance BMs of project consultants, main contractors, sub-contractors and architects/designers. The BM categories include project management, staff, collaboration and project goal accomplishment. According to the results, the participants are satisfied with each other's performance. However, main development targets in the Finnish industry are related to risk management and managing design. Also, the development of subcontractors' selection procedures will contribute to the performance of the industry. Practical implicationsClient satisfaction and project participants' satisfaction have been identified as one of the key factors affecting project success. With the help of mutual project evaluation, different BMs enable organizations to monitor their performance and to improve their operations in various areas. They also make it possible to position an organization's performance in comparison to the competitors and help to perceive black spots in the process on project level. As a common system for the parties in the industry, the project evaluation BM system promotes quality improvement, customer orientation and collaboration between participants. Originality/valueMulti-company project evaluation is a new and promising topic in performance measurement which holds potential for performance improvement through the utilization of network information and team dynamics. The study presents its wider utility as the basis of national, company and project BM.

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Exploring project participants' satisfaction in the infrastructure projects

Cited by 16 publications

References 41 publications

Making sense of stakeholder values emergence

Making sense of stakeholder values emergence

Materials supply management in construction projects and satisfaction with the quality of structures

Benchmarking construction industry, company and project performance by participants’ evaluation

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