Measuring the maturity of risk management in large-scale construction projects

Jia, Guozhu; Ni, Xiaochuan; Chen, Zhe; Hong, Baonan; Chen, Yuting; Yang, Fangjun; Lin, Chen

doi:10.1016/j.autcon.2012.10.015

Cited by 53 publications

(49 citation statements)

References 4 publications

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“…Our approach to developing this model was drawn primarily from the works of Jia et al [33] and Cienfuegos [34] and is based on the notion of maturity levels, which are based in turn on the theory of organizational learning described by Argyris and Schön [35]. Having compiled a list of the risk management maturity indicators and measuring tools described in the literature, we then grouped them into two broad categories: reactive indicators and proactive indicators.…”

Section: Development Of the Preliminary Model Of Risk Management Matumentioning

confidence: 99%

“…Prior to this, a "maturity model" had been defined as "a simplified representation of the evolution that an organization's capacity for sound judgment and responsiveness may undergo in a given field of skill" ( [43], p. 49). A model of risk management maturity was later characterized as a means of helping businesses to determine their current level of maturity, to understand their strengths and weaknesses and to implement suitable measures in order to improve their level of performance [33].…”

Section: Risk Management Maturity Measurement Modelsmentioning

confidence: 99%

Section: Development Of the Preliminary Model Of Risk Management Matumentioning

confidence: 99%

“…Level 4 NATURAL Ultimate goal The risk management maturity system (RMMS) was developed for application to construction projects [33]. This model is based on a system composed of three functional elements: capability, evaluation and improvement.…”

Section: Level 3 Normalizedmentioning

confidence: 99%

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Development of a Preliminary Model for Evaluating Occupational Health and Safety Risk Management Maturity in Small and Medium-Sized Enterprises

Kaassis

Badri

2018

Safety

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Management of occupational health and safety (OHS) risks is a crucial component of any business. Numerous investigations have shown that work-related injuries and deaths occur disproportionately in small-to-medium-sized enterprises (SMEs) and that this is clearly due to deficient management of OHS risks. The main goal of this work is to develop a base of indicators suitable for evaluating OHS risk management maturity in industrial SMEs. A preliminary model is then proposed for this evaluation, based on a small number of relevant indicators selected from a careful bibliographic review. The work begins with a critical review of the literature and analysis of known concepts, methods, tools and models of measurement of risk analysis maturity in order to extract relevant indicators. The most suitable indicators are then grouped to form the basis of a preliminary model for evaluating OHS risk management maturity in the SME setting. Our findings will help managers of SMEs make sound decisions in their quest to improve the OHS performance of their businesses.

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Section: Development Of the Preliminary Model Of Risk Management Matumentioning

confidence: 99%

Section: Risk Management Maturity Measurement Modelsmentioning

confidence: 99%

Section: Development Of the Preliminary Model Of Risk Management Matumentioning

confidence: 99%

Section: Level 3 Normalizedmentioning

confidence: 99%

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Development of a Preliminary Model for Evaluating Occupational Health and Safety Risk Management Maturity in Small and Medium-Sized Enterprises

Kaassis

Badri

2018

Safety

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“…Choi and Kim recognized the individual human resource (HR) as a core asset of corporate value creation and devoted significant effort to developing and managing competency-based HR in order to strengthen corporate competitiveness [1]. Jia et al addressed the concern that generational changes could be reflected in various management aspects such as organizational structure, HR, and enterprise culture [2]. Chau et al indicated how to provide construction managers with information about and insight into the existing data, so they could make decisions more effectively [3].…”

Section: Introductionmentioning

confidence: 99%

Effects of Employees’ Work Values and Organizational Management on Corporate Performance for Chinese and Taiwanese Construction Enterprises

Shen

Hsu

2015

Sustainability

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Through questionnaire surveys, this study explored the discrepancies in work values and organizational management between employees and cadre members of construction enterprises on the two sides of the Taiwan Strait. Statistical methods including data reliability, regression analysis, and tests of significance were utilized for modelling a case study. The findings of this study included:(1) in terms of work values, employees from China focused on their lives "at present", while those from Taiwan focused on their lives "in the future", expecting to improve the quality of their lives later on through advanced studies and promotion; (2) according to the data obtained from the questionnaires, the answers regarding income and welfare in terms of work values and satisfaction were contradictory on the two sides of the Strait, which could be interpreted in terms of influence from society; and (3) there was a significant influence of organizational management on employees' intentions to resign. If enterprises could improve current organizational management systems, their employees' work attitudes would be improved and the tendency to resign would be reduced.

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Enablers for Organizational Project Management in the Chinese Context

Wen

Qiang

2016

Project Management Journal

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This study aims at exploring the organizational enablers (OEs) for organizational project management (OPM) in the Chinese context. From the resource‐based view of firms, we conceptualize OEs as important drivers for the business value creation processes in project‐based organizations. The preliminary factor framework was constructed through literature review and expert interviews. Questionnaire surveys elicited 146 responses from Chinese project management practitioners; thereafter, factor analysis was performed to test the OE system empirically. The resulting final OE system contains 49 enablers in nine categories for three management hierarchies; this OE system, constructed by exploratory analysis and verified by confirmatory analysis, comprehensively clarifies the framework of OEs in the Chinese context; it facilitates further investigations into the interaction among OEs and their effects on organization performance. Firm managers may also find this system helpful in formulating identifiable, measurable, and manageable OE frameworks for their own firms, and enabling their organization's strategies with robust OEs.

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Measuring the maturity of risk management in large-scale construction projects

Cited by 53 publications

References 4 publications

Development of a Preliminary Model for Evaluating Occupational Health and Safety Risk Management Maturity in Small and Medium-Sized Enterprises

Development of a Preliminary Model for Evaluating Occupational Health and Safety Risk Management Maturity in Small and Medium-Sized Enterprises

Effects of Employees’ Work Values and Organizational Management on Corporate Performance for Chinese and Taiwanese Construction Enterprises

Enablers for Organizational Project Management in the Chinese Context

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