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A hierarchical structural model of assessing innovation and project performance

By Mohammed Fadhil Dulaimi, Madhav Prasad Nepal and Moonseo Park

Abstract

Research in construction innovation highlights construction industry as having many barriers and resistance to innovations and suggests that it needs champions. A hierarchical structural model is presented, to assess the impact of the role of the project manager (PM) on the levels of innovation and project performance. \ud \ud The model adopts the structural equation modelling technique and uses the survey data collected from PMs and project team members working for general contractors in Singapore. The model fits well to the observed data, accounting for 24%, 37% and 49% of the variance in championing behaviour, the level of innovation and project performance, respectively. \ud \ud The results of this study show the importance of the championing role of PMs in construction innovation. However, in order to increase their effectiveness, such a role should be complemented by their competency and professionalism, tactical use of influence tactics, and decision authority. Moreover, senior management should provide adequate resources and a sustained support to innovation and create a conducive environment or organizational culture that nurtures and facilitates the PM’s role in the construction project as a champion of innovation

Topics: 120201 Building Construction Management and Project Planning, 170107 Industrial and Organisational Psychology, 170109 Personality Abilities and Assessment, Champions, innovation, organizational climate, project manager
Publisher: Taylor & Francis (Routledge)
Year: 2005
DOI identifier: 10.1080/01446190500126684
OAI identifier: oai:eprints.qut.edu.au:58423

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