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The utilisation of products with recycled content (PwRC) in construction projects has been identified as a targeted way to achieve sustainable management of construction and demolition waste resources. However, sustainable applications of these resources are subject to a wide array of factors that demand a thorough investigation. This study, therefore, explores the motivations, barriers and strategies for optimal PwRC uptake using a multiple-case study approach.

This study adopted an interpretive multiple-case study approach. The case studies were selected from recently completed construction projects including two infrastructure projects, one commercial project and one residential project. A series of semi-structured interviews were carried out to collect the data. For each case study, four participants were interviewed; these participants represented design, client, supply and building teams.

The study revealed the main barriers, motivations and opportunities for adoption of PwRC resources in four construction projects. These factors are believed to influence the utilisation of PwRC to varying extents and/or in diverse ways. The findings also suggest that there is a significant opportunity for stakeholders to adopt more sustainable waste management practices, and the use of institutional drivers can help achieve this goal.

The primary research contribution of the study lies in proposing three key research directions: investigating regulatory constraints impacting the use of PwRC, addressing supply chain challenges and enhancing quality assurance.

The research has a practical contribution to the industry through a suite of actionable strategies to increase the uptake of PwRC. The strategies are mostly focussed on stakeholders' education, the regulation that supports PwRC and project management planning. The two major motivations – referring to two of the three pillars of sustainability (economy and environment) – provide a basis for organisational changes to ensure achieving sustainability in construction activities.

Despite considerable research on the subject, there is still some misunderstanding about what characterizes successful project delivery in construction projects. Evaluating project delivery success is crucial for organizations since it enables them to prepare for future growth through more effective project management mechanisms and rank the organization's projects for continuous improvement. There is considerable disagreement over a set of success criteria that can be applied to all kinds of projects when evaluating project delivery success, making it a complicated procedure for practitioners and scholars. This research seeks to alleviate the problem by validating and testing a systematic project delivery success model (3D integration model) in the Australian construction industry. The aim is to establish a dependable approach built upon prior research and reliable in evaluating delivery success for any project type.

Based on a novel project delivery success model, this research applies a case study methodology to analyse 40 construction projects undertaken by a single Australian project management consultancy. The research utilizes a mixed-method research approach and triangulates three sets of data. First, the project delivery success (PDS) scores of the projects are calculated by the model. Second, a qualitative analysis targeting the performance of the same projects using a different system called the performance assessment review (PAR) scores was obtained. These culminate in two sets of ranking. The third step seeks validation of results from the head of the partnering organization that has undertaken the projects.

The findings of this study indicate that the 3D integration model is accurate and reliable in measuring the success of project delivery in construction projects of various sizes, locations and durations. While the model uses six key performance indicators (KPIs) to measure delivery success, it is evident that three of these may significantly improve the likelihood of PDS: value, speed and impact. Project managers should focus on these priority aspects of performance to generate better results.

Restrictions inherent to the case study approach are identified for this mixed-method multiple-case study research. There is a limitation on the sample size in this study. Despite the researcher's best efforts, no other firm was willing to share such essential data; therefore, only 40 case studies could be analysed. Nonetheless, the number of case studies met the literature's requirements for adequate units for multiple-case research. This research only looked at Australian construction projects. Thus, the conclusions may not seem applicable to other countries or industries. The authors investigated testing the PDS in the construction sector. It can assist in improving efficiency and resource optimization in this area. Nonetheless, the same technique may be used to analyse and rank the success of non-construction projects.

Despite the research conducted previously on the PDS of construction projects, there is still confusion among researchers and practitioners about what constitutes a successful project delivery. Although several studies have attempted to address this confusion, no consensus on consistent performance metrics or a practical project success model has been formed. More importantly, (1) the ability to measure success across multiple project types, (2) the use of triple bottom line (TBL) to incorporate sustainability in evaluating delivery success and (3) the use of a complexity measurement tool to adjust delivery success scores set the 3D integration model apart from others.

This study is founded on an assessment model derived by the authors in previous studies. It aims to identify the applicability of the model by using it to assess the urban design aspects of two local urban renewal projects against a set of pre‐determined performance indicators.

First of all, a brief on the details of the assessment model is provided. Then, this study introduces how case study can evaluate the effectiveness of the model in assessing the government‐led urban renewal projects in the real world. Afterwards, it identifies the way of selecting appropriate urban renewal projects for the case study, sets out the process of the assessment, and highlights the assessment results and its implication.

The case study conducted here has proved that the assessment model is able to produce reliable and valid assessment results for evaluation of the sustainability performance of local urban renewal projects. In addition to the assessment of the overall performance, the model also helps to identify the deficiencies of the renewal projects, and the level of satisfaction of the affected persons and the concerned parties to the renewal projects being assessed.

By assessing the design of two pre‐selected urban renewal projects against individual indicators through case study, it can be ensured that the model derived by the authors in previous studies is theoretically and practically feasible. In addition, this study has demonstrated that the model is able to measure the design quality and the sustainability level of individual urban renewal project in real life context.

The purpose of this paper is to evaluate the effectiveness of implementing the Last Planner System (LPS) to improve construction planning practice and enhance site management in the Saudi construction industry.

LPS was implemented in two large state-owned construction projects through an action research process. The data collection methods included interviews, observations and a survey questionnaire.

The findings identify benefits including improved construction planning, enhanced site management and better communication and coordination between the parties involved. The paper describes the critical success factors for LPS implementation. The paper also describes barriers to the realisation the full potential of LPS, including the involvement of many subcontractors and people's commitment and attitude to time.

The work reported in this paper is limited to two case studies.

The study has thus contributed to improving management practice and may aid the establishment of a basis for the development of further research in the area of lean construction. The research outcomes can inform practitioners of the opportunity to implement alternative management methods in construction, and give a good account of the opportunities and challenges. Beside the direct benefits to managerial practice, the study also contributed to practice by offering practical recommendation that can assist in the achievement of the full potential of lean and LPS in Saudi Arabia.

This is the first comprehensive academic study in the Saudi construction sector concerning the application of lean construction principles and techniques. The study has thus contributed to practice and developed a basis for the development of further research in the area of lean construction. It may help construction organisations to establish a new strategy and policies to improve their managerial practice. The outcomes of the case studies can be used as a reference for organisations seeking to improve their managerial practice.

The purpose of this paper is to study the use of potential scope reductions in major construction projects for special-purpose buildings. Scope reductions may result in buildings that are less fit for purpose; this will be negative according to a facilities management perspective. The paper discuses to what extent this is the case. Potential reductions of project scope have been a tool for cost control of governmental investments in Norway since 2001.

The study is based on lists of possible reductions that were identified in the early phase of the projects. Information about the outcome of these possible reductions is collected from eleven public building projects.

In the studied projects, reduction lists were equivalent to 2.7 per cent of projects budgets, ranging from 0 to 9 per cent. Contingencies for these projects were 9.5 per cent on average, ranging from 5 to 13 per cent. The reduction lists were typically smaller than the contingencies’ lists. Seven of 11 studied projects had reduction lists established during the front-end phase. Only two projects implemented some of the reductions. These reductions were general reductions of the quality of spaces.

Empirical research results are based on Norwegian experiences. Results are compared to international practices. Future research can include comparisons between facilities projects and other types of investments.

The Norwegian reduction lists can be seen as a type of value engineering. The studied potential reductions are based on an unusually high degree of specification of the potential actions for cost control. International best practice is more concerned with general approaches. The practice of identifying specific potential reductions has little use as an active tool for controlling costs. General reduction options work better than specific reductions. The potential scope reductions do not appear to be a threat in a facilities management perspective.

This is the first study of how potential reductions have been used in public building projects. The findings are of interest related to cost control of major investments in facilities.

The main purpose of this paper is to identify the technological innovation process, stakeholders of the process, sources of innovation, driving forces of innovation, and obstacles of innovation for the Turkish public sector.

In this paper, interviews are used as data‐collection methods. For the purpose of this paper, the researcher has conducted a series of semi‐structured or open interviews. The interviews are recorded and transcribed. In addition, information related to the technological‐innovation projects performed in the public organizations is collected from documents, books, and governmental reports. A total of 20 organizations have been conducted to participate in the study; however, only 14 of them are retained after consideration of the selection criteria. In addition, 28 e‐government projects that lead innovation are analyzed.

Results of the study show that external relations with stakeholders enhance the innovation process. Innovation emerges as a result of interaction between the stakeholders. Innovation process has four main stages and six steps. Stages of the innovation process are idea generation, project development, production, and innovation. Six steps of the innovation process are idea, project study, project approval, project implementation, new services, and innovation. Innovation starts with idea generation in the first stage. New ideas can be generated by the personnel of the organization, legislation, citizens, and other firms. After idea generation, the new ideas should be conceptualized projects in order to reach innovation. Innovation cannot be achieved due to some obstacles. The main obstacles in the public sector can be listed as legislation, lack of qualified staff, approval authority, and bureaucracy. Production as the third stage can only start after overcoming the mentioned obstacles. Project implementation is performed in the fourth step and a new service is acquired in the fifth step. Innovation is the last stage of the technological innovation process where diffusion of the new service is performed in order to innovate in the organization.

The significant findings of this paper may help managers for long‐term planning of innovation activities and they may pave the way of managers for their innovation projects by means of determining unclear innovation process and identifying the inputs and outputs of the process. Moreover, this paper is a guide for the managers in public organizations; finding out possible obstacles, identifying driving forces to accelerate the innovation process, emphasizing the importance of interaction between the stakeholders.

The purpose of this paper is to present a review of research developments on the ecosystem of driving forces for electronic procurement (e-procurement) on project procurement and to propose directions for future research for an effective adoption and sustained usage.

A systematic literature review was conducted in three phases to identify and examine literature. A total of 68 papers were retrieved and were thoroughly reviewed to identify the drivers for e-procurement.

A total of 61 drivers were identified and subsequently developed into a categorization framework for synthesized understanding which reveals existing interrelationships. Although literature has consensus on some selected drivers, few studies have identified drivers relating to sustainability. Gaps were identified from the existing literature and directions for future research were proposed.

Since this is a literature review, future research could conduct further investigations focusing on the research gaps identified. The framework developed presents a basis for further research to explore the drivers in various socio-economic environments.

This study provides valuable insights for improving the understanding of practitioners on the complex network of drivers for e-procurement. These findings stimulate discussions on benefits required for assessment in e-procurement adoption by practitioners.

This study provides the first comprehensive review of the drivers for e-procurement adoption in the construction industry, which was lacking in the existing body of knowledge.

In 2006, the “Rethinking Project Management” network called for a paradigm shift in project research, and proposed five research directions. The directions inspired research and marked a milestone in the development of the field. The purpose of this paper is to reflect on the past decade and to rejuvenate these research directions.

The authors propose the umbrella term: “project studies” to denote the research related to projects and temporary organizing. Project studies is conceived not only as a body of research, but also as a social process embedded in research communities, and contemporary Zeitgeist. Based on Sandberg’s interpretative approach to the fit between work and works (in this case research-researcher) and Habermas’ three types of human interests: technical, practical, and emancipatory, the authors develop a conceptual framework circumscribing three types of research in project studies.

The conceptual framework is used to craft future research directions, in the lines proposed by Winter et al. (2006b).

The authors conclude by proposing for a sixth theme on the practice of theorizing, and call for engaged, ambidextrous scholars, who’s “job” goes beyond the writing of articles and research applications, and includes shaping discourses of project research, nurturing new project scholars, contributing to project practice and carefully considering the legacy of projects and project studies in society.

This paper positions research as a social process, and the role of researchers as actors shaping research in project studies.

The purpose of this paper is to utilize critical success factors (CSF) and identify items Green Belt (GB) practitioners note as barriers to completion of Six Sigma (SS) projects in a major manufacturer setting.

The design of this paper is a descriptive study of a single location of a global manufacturer’s internal data and survey of accredited GBs who have completed an SS project for company accreditation utilizing company focus on CSFs.

The results demonstrate the GB practitioners have competing priorities, have time constraints and lack project management skills that reduce timely completion of SS projects. Top management responsibility for SS GB projects are defined through the CSFs of leadership, project management and project selection.

This study pertains to the single manufacturing location of a major, multinational company. The survey of SS GBs is limited to those individuals who have become accredited to company requirements, in the initial stages of strategic implementation, resulting in a small sample size. All GB projects follow the DMAIC (Define, Measure, Analyze, Improve and Control) methodology. The implications may be reproduced in similar environments where GBs conduct SS projects to test the robustness of the study.

This study underscores the importance of proper coaching and mentoring of SS practitioners, especially those who are expected to contribute as GBs in a part-time manner. Implementation of SS goes beyond initial deployment and requires active mentoring of GB practitioners to make sure that SS projects get proper focus. The results are relevant to both researchers and practitioners.

This paper examines SS projects with a GB perspective, an important contribution to SS but lacking in the literature. While GBs are important to SS implementation, and serve as a pathway to fulltime SS personnel, there are few studies that note this work. This study will support practitioners in the importance of wider SS deployment through active support of GBs, where top management responsibility for GB success is defined through CSFs for improvement.

This paper aims to report on the work on a doctoral thesis studying uncertainty management of projects. The thesis was in particular studying uncertainty regarding the functionality that the project should deliver. The research also addresses how the project owner's views and interests are taken care of, and the relation between the project management and the project owner in this uncertainty management. The purpose of the paper is not only to report the research findings and conclusions, but also to give insight into the research process – the researcher's “journey” in his work with the thesis is described and also some main issues regarding the context of the research.

The research work that is reported on was carried out applying a combined research approach utilizing both quantitative and qualitative data. The research was mainly based on two case studies – one made up of two projects in the railway sector, and one consisting of seven projects in the energy sector. In both the studies, qualitative techniques were applied: interviews, observations and documentation studies. In the study in the energy sector, there was also made a quantitative study using data from the risk registers of the seven projects, with a total of almost 1,500 risk items.

The study shows that the projects' uncertainty management did not have a project owner's perspective, but was mainly focused on the success factors of the project management. In the quantitative part of the studies, it was found that a great majority (91 percent) of the risk elements in the projects studied were operational risks, i.e. risks mainly concerning the projects' operational goals. Also, most of the projects' risk elements were threats (67 percent).

There appears to be a paucity of similar studies of uncertainty management in projects undertaken in the project management research literature. Developing a better focus on the project owner and uncertainty regarding the projects' effects was found to be the main value of the work.