Evaluating Risk Management Practices in Construction Organizations

AbstractConstruction organizations in developing countries, approach risk management in construction projects by using a set of practices that are normally insufficient, produce poor results often, and limit the success of project management. This paper describes the development of an instrument based on an organizational maturity model for evaluating the risk-management capability of construction organizations. This instrument has been applied to both, clients and contractors and is part of a general knowledge-based system. Outcomes of this research will allow a client or contractor first, to develop or improve its project risk management capability based on international and local best practices and second, to continuously improve the performance of this function along the realization of new projects. The novelty of this approach is that it addresses the risk management function from a knowledge-based perspective and that it will be based in a web application that will be available to every organization

CSR Maturity Model – Theoretical Framework

The article presents the author’s model of maturity of corporate social responsibility, which covers two main dimen-sions: cultural and strategic, and five levels of maturity. Each dimension contains a number of characteristics that describe it, and the description differs for each level. The cultural dimension is related to the concepts of the culture of stakeholders presented by Maon, Lindgreen and Swaen (2010), and previous proposals by Jones, Felps and Bigley (2007), and contains one variable: a stake-holder culture type. The second dimension, strategic, contains two sub-dimensions. The first one is the type of CSR (the distinction between the type of corporate social responsibility), referring to the concepts of Kourula and Halme (2008), and Rangan et al. (2012). The second sub-dimension is the sphere of influence con-cept, or the limits of corporate responsibility that it is willing to accept – based on Wood’s (2012) and Baumol’s (1970) concepts. Depending on the company’s culture of stakeholders, the type of CSR involved, and the sphere of influence involved, the enter-prise can be found at one of five levels of maturity: Elementary, Engaged, Innovative, Integrated, or Transformational.Purpose: The article is an attempt of conceptualization CSR according to a more dynamic application orientated perspective. The aim is understanding in what way the social responsibility can develop and root in the company’s management system. The use of the maturity model will allow managers to determine at what stage of CSR development their company is located.Design/methodology/approach: The research method is based on the analysis of the subject literature and evaluation of the results of the research procedure.Findings: Depending on the company’s culture of stakeholders, the type of CSR involved, and the sphere of influence involved, the enterprise can be found at one of five levels of maturity: Elementa-ry, Engaged, Innovative, Integrated, or Transformational.Research and practical limitations/implications: The presented model contains only a very general theoretical framework, but will allow for the development of the characteristics in the future and to operationalize them to give managers clear guidance as to what the company is doing well and which practices should still be implemented or further developed.Originality/value: A different conceptions of organisational development are matching with evolutionary nature of CSR. The main advantage of using the maturity model is the ability to determine at what stage of development the social responsibility of the company is located. Self-assessment with such a model provides managers with the knowledge of what the company is already doing in the field and what areas it should still pay atten-tion to possibly develop its CSR. The theoretical framework for the development of social responsibility presented in the article will also allow for further directions, in-depth empirical research, verifying the consistency of issues contained in particular char-acteristics (dimensions and levels) and the actual development of such practices in Polish companies.Paper type: working paper.Purpose: The article is an attempt of conceptualization CSR according to a more dynamic application orientated perspective. The aim is understanding in what way the social responsibility can develop and root in the company’s management system. The use of the maturity model will allow managers to determine at what stage of CSR development their company is located.Design/methodology/approach: The research method is based on the analysis of the subject literature and evaluation of the results of the research procedure.Findings: Depending on the company’s culture of stakeholders, the type of CSR involved, and the sphere of influence involved, the enterprise can be found at one of five levels of maturity: Elementa-ry, Engaged, Innovative, Integrated, or Transformational.Research and practical limitations/implications: The presented model contains only a very general theoretical framework, but will allow for the development of the characteristics in the future and to operationalize them to give managers clear guidance as to what the company is doing well and which practices should still be implemented or further developed.Originality/value: A different conceptions of organisational development are matching with evolutionary nature of CSR. The main advantage of using the maturity model is the ability to determine at what stage of development the social responsibility of the company is located. Self-assessment with such a model provides managers with the knowledge of what the company is already doing in the field and what areas it should still pay atten-tion to possibly develop its CSR. The theoretical framework for the development of social responsibility presented in the article will also allow for further directions, in-depth empirical research, verifying the consistency of issues contained in particular char-acteristics (dimensions and levels) and the actual development of such practices in Polish companies.Paper type: working paper

Analyzing Project Management Maturity Level in Indonesia

Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in organization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project management maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability.  Adapting the Project Management Maturity Model (ProMMM), a survey instrument has been developed and applied to professionals from Jakarta and surrounding area.  The result of analysis shows that construction and primary industry have a higher maturity level compare to manufacturing and services.  It is to be noted, however, that the level of project management understanding is low across industries.  This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia

Using the Asian Knowledge Model “APO” as a Determinant for Performance Excellence in Universities- Empirical Study at Al -Azhar University- Gaza

This study aims to use the Asian knowledge model “APO” as a determinant for performance excellence in universities and identifying the most effecting factors on it. This study was applied on Al-Azhar University in Gaza strip. The result of the study showed that (APO) model is valid as a measure and there are four dimensions in the model affecting significantly more than the others (university processes, KM leadership, personnel, KM outputs). Furthermore, performance excellence produced though modernizing the means of education, curriculum development, technology and flexibility in the organizational structure. The study recommends expanding the usage of (APO) model, enhancing the role of knowledge leadership, technology, organizational flexibility, sharing culture and incentive systems that encouraging innovation

Software Reuse in Agile Development Organizations - A Conceptual Management Tool

The reuse of knowledge is considered a major factor for increasing productivity and quality. In the software industry knowledge is embodied in software assets such as code components, functional designs and test cases. This kind of knowledge reuse is also referred to as software reuse. Although the benefits can be substantial, software reuse has never reached its full potential. Organizations are not aware of the different levels of reuse or do not know how to address reuse issues. This paper proposes a conceptual management tool for supporting software reuse. Furthermore the paper presents the findings of the application of the management tool in an agile development organization

How can SMEs benefit from big data? Challenges and a path forward

Big data is big news, and large companies in all sectors are making significant advances in their customer relations, product selection and development and consequent profitability through using this valuable commodity. Small and medium enterprises (SMEs) have proved themselves to be slow adopters of the new technology of big data analytics and are in danger of being left behind. In Europe, SMEs are a vital part of the economy, and the challenges they encounter need to be addressed as a matter of urgency. This paper identifies barriers to SME uptake of big data analytics and recognises their complex challenge to all stakeholders, including national and international policy makers, IT, business management and data science communities. The paper proposes a big data maturity model for SMEs as a first step towards an SME roadmap to data analytics. It considers the ‘state-of-the-art’ of IT with respect to usability and usefulness for SMEs and discusses how SMEs can overcome the barriers preventing them from adopting existing solutions. The paper then considers management perspectives and the role of maturity models in enhancing and structuring the adoption of data analytics in an organisation. The history of total quality management is reviewed to inform the core aspects of implanting a new paradigm. The paper concludes with recommendations to help SMEs develop their big data capability and enable them to continue as the engines of European industrial and business success. Copyright © 2016 John Wiley & Sons, Ltd.Peer ReviewedPostprint (author's final draft