Innovative decision support model for construction supply chain performance management

Yıldız, Kürşat; Ahi, Muhammet Türker

doi:10.1080/09537287.2020.1837936

Cited by 20 publications

(7 citation statements)

References 35 publications

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“…The later studies have further conceptualized performance management on a project level in a wide range of areas, such as supply chain management [48][49][50], risk considerations [51][52][53][54], safety [55,56], and sustainability aspects [57][58][59]. In such a way, it is possible to capture a broader range of data necessary for effectively managing the project and evaluating its performance.…”

Section: Project Management Success and Performance Of The Projectmentioning

confidence: 99%

“…In relation to (1), several approaches have been built, e.g., to predict project failure at completion by considering seven variables (communication, team, creativity, technology, risk, quality, and materials; as suggested by [1]), in terms of the total performance score that has been developed in order to quantify project performance indicator system based on 18 KPIs covering eight PAs [62], or by a system dynamics approach to predict construction project performance [73]. Regarding (2), the following models can be noted: the operational research model has been developed to predict contractor performance [74], the decision support model for construction supply chain performance management was introduced by Yildiz and Ahi [48], while Kim [52] presented a risk performance management model based on cost and schedule risk considerations.…”

Section: Project Management Success and Performance Of The Projectmentioning

confidence: 99%

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Performance Measurement Framework for Prediction and Management of Construction Investments

Galjanić,

Marović,

Hanak

2023

Sustainability

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Despite good ideas, great efforts, and high investments, many projects do not end with success. Projects often fail due to a lack of understanding of the project requirements and constraints necessary for overall success. Five selected projects were analyzed in detail through the multiple case study method followed by semi-structured interviews with 56 experts to develop a pattern for the future prediction of project success. This paper aims to identify key factors for project performance in a multi-stakeholder environment, define a performance measurement framework for construction investments, and establish a link between performance measurement and prediction of project performance. The findings could help researchers in modeling performance measurement tools for project managers to achieve their designated project goals, reach better decisions, and achieve full potential in their future projects.

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Section: Project Management Success and Performance Of The Projectmentioning

confidence: 99%

Section: Project Management Success and Performance Of The Projectmentioning

confidence: 99%

Performance Measurement Framework for Prediction and Management of Construction Investments

Galjanić,

Marović,

Hanak

2023

Sustainability

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“…e so-called information asymmetry has two meanings: first, the buyer and the seller must know the necessary information of the other company before signing the contract. Secondly, both parties of the transaction understand the data familiarity of the other party, and the party with less information can understand the impact probability of some data, so as to predict the formation of the trend through the known data [16].…”

Section: Information Asymmetry Between the Two Parties To The Transac...mentioning

confidence: 99%

Green Supply Chain Management Model of e-Commerce Enterprises Based on SCOR Model

Zhou

2022

Mobile Information Systems

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With the rapid development of e-commerce technology, e-commerce enterprises, especially B2C enterprises, have sprung up. This competition based on e-commerce technology has changed the traditional supply chain model and improved the operation efficiency of the supply chain. However, with the use of e-commerce technology, the supply and demand relationship between e-commerce enterprises has become extremely complicated. The original risk management system in the past has long been unable to adapt to the development needs of e-commerce enterprises in the new era. In view of this, it has far-reaching practical significance to actively carry out research on supply chain risk management for e-commerce enterprises, especially for B2C enterprises. In this research, on the premise of some previous theoretical and practical results, a B2C enterprise supply chain risk identification model is established by means of the research on SCOR, namely, the supply chain operation mode, combined with the characteristics of the B2C enterprise supply chain. The comprehensive evaluation method is used to evaluate the supply chain risk. Finally, an empirical study is carried out with J Company, which represents the B2C enterprise, as an example, which proves the applicability and reliability of this model. The results of this study have a certain reference value for the identification and control of B2C enterprise supply chain risks and also an inspiration for future research.

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“…Externally, the PMS became a source of competitive human capital advantage (Aguinis et al , 2013) and it even emerged as a tool needed to face a current competitive environment (Sardi et al , 2020). Even risk-free decision-making models are based on strategic and operational metrics of performance management (Yildiz and Ahi, 2020).…”

Section: Introductionmentioning

confidence: 99%

Cognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes

Hristov

Camilli

Mechelli

2022

MRR

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Purpose The purpose of this paper is twofold: to provide a clear picture on the cognitive biases affecting managers’ decision-making process of implementing a performance management system (PMS), and to identify managerial practices, measures and the key challenges to manage the cognitive biases in the corporate strategy. Design/methodology/approach Semi-structured interviews, based on theoretical milestones of performance management and cognitive psychology, gathered from 104 experienced professionals’ evaluations on the likelihood and impact of managers’ cognitive biases in PMS implementation, potential solutions as well as drivers and connected criticalities. Findings Recurring cognitive biases, together with considerable impacts, emerged in the first, and most strategic, phases of the PMS implementation. The authors developed a roadmap to support corporate transition to integrate behavioral strategy into the PMS implementation aiming to achieve economically and efficiently sound performance. Research limitations/implications From the view of proper behavioral strategy affirmation in performance management literature, in a small way, the authors contribute to a desirable taxonomy of cognitive biases so differentiated decision-making scenarios may be built to compare results and draw new observations. Behavioral studies could transversally connect the cognitive biases of performance management to actors’ sociodemographic features and personality types. Practitioners may check biases affecting their organizations by means of the questionnaire and, consequently, adopt the framework illustrated to reduce them. Originality/value Performance management literature has constantly investigated positive and negative behavioral factors related to the PMS. This study, instead, makes a theoretical and methodological contribution to the PMS implementation as a decision-making process. The authors propose a theoretical framework that integrates cognitive psychology insights and applies measures to reduce biases.

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Innovative decision support model for construction supply chain performance management

Cited by 20 publications

References 35 publications

Performance Measurement Framework for Prediction and Management of Construction Investments

Performance Measurement Framework for Prediction and Management of Construction Investments

Green Supply Chain Management Model of e-Commerce Enterprises Based on SCOR Model

Cognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes

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