Critical success factors for e-tendering implementation in construction collaborative environments : people and process issues

The construction industry is increasingly engulfed by globalisation where clients, business partners and customers are found in virtually every corner of the world. Communicating, reaching and supporting them are no longer optional but are imperative for continued business growth and success. A key component of enterprise communication reach is collaborative environments (for the construction industry) which allows customers, suppliers, partners and other project team members secure access to project information, products or services they need at any given moment. Implementation of the stated critical success factors of the project is essential to ensure optimal performance and benefits from the system to all parties involved. This paper presents critical success factors for the implementation of e-tendering in collaborative environments with particular considerations given to the people issues and process factors

Project Controls and Management Systems : current practice and how it has changed over the past decade

Project Controls and Management System (PCMS) refers to an ecosystem of processes, tools and personnel required for the proper planning and execution of capital projects throughout the different phases of design, procurement, construction and startup. This can be divided into different focus areas (functions) that would include Estimating, Planning, Scheduling, Cost Control, Change Management, Progressing, and Forecasting. Various trends such as globalization, contractor specialization and information technology developments have impacted the way PCMS are implemented and made it the subject of extensive research over the past years to investigate how to best utilize those trends. Replicating the research methodology used in a 2011 report published by the Construction Research Institute (CII), this work aims to investigate the current status of PCMS implementation and how it has changed over the past decade. It was concluded that while the original PCMS principles are still valid, adoption has drastically changed in terms of efficiency for the majority of the functions. The research also identifies areas of potential concerns and provides recommendations for further improvement.Civil, Architectural, and Environmental Engineerin

Technological collaboration : bridging the innovation gap between small and large firms

This paper analyses technological collaboration as an input to the innovation processes of SMEs. Technological collaboration may be a useful mechanism to offset some of the weaknesses in SMEs resource endowments and bring their innovation capabilities closer to that of their large counterparts. The results, based on a large longitudinal sample of Spanish manufacturing firms, show that technological collaboration is a critical factor in improving the capabilities and innovativeness of SMEs. While a general bridging of the gap between the innovativeness of SMEs and large firms was observed, the most significant advance was in product rather than process innovations

Operational Capabilities: The Secret Ingredient

We develop a theoretical definition of operational capabilities, based on the strategic management and operations management literature, and differentiate this construct from the related constructs of resources and operational practices, drawing upon the resourcebased view of the firm as our foundation. We illustrate the key features of operational capabilities using the illustration of a restaurant kitchen. Because the traits of operational capabilities are distinct, they create a barrier to imitation, making them a potential source of competitive advantage. However, operational capabilities are particularly challenging to measure, because they emerge gradually and are tacit, embedded, and manifested differently across firms. In solving this measurement conundrum, we draw upon similar situations experienced by Schein (2004) and Eisenhardt and Martin (2000) in operationalizing organizational culture and dynamic capabilities. A taxonomy of six emergent operational capabilities is developed: operational improvement, operational innovation, operational customization, operational cooperation, operational responsiveness, and operational reconfiguration. A set of measurement scales is developed, in order to measure each of the operational capabilities, and validated using two different datasets. This allows replication of the psychometric properties of the multi-item scales and helps to ensure the validity of the resulting measures

Operations capability, productivity and business performance: the moderating effect of environmental dynamism

Purpose – The purpose of this study is to investigate the relationships between operations capability, productivity and business performance in the context of environmental dynamism. Design/methodology/approach – A proposed conceptual framework grounded in the resourcebased view (RBV) and dynamic capability view (DCV) is analysed using archival data from 193 automakers in the UK. Findings – The results show that operations capability, as an important dynamic capability, has a significant positive effect on productivity, which in turn leads to improved business performance. The results also suggest that productivity fully mediates the relationship between operations capability and business performance, and that environmental dynamism significantly moderates the relationship between operations capability and productivity. Practical implications – The research findings provide practical insights that will help managers develop operations capability to gain greater productivity and business performance in a dynamic environment