Despite significant improvements in the application of development strategies for construction ac... more Despite significant improvements in the application of development strategies for construction across a number of development areas as agreed by the 'research agenda of W107', there still remain a number of challenges affecting the delivery of infrastructure development and investment in Africa. The synergies between effective implementation of risk management and undertaking the best practices of infrastructure projects are well acknowledged in literature. This research is focused on identifying the critical success factors (CSFs) associated with managing infrastructure project in Africa, as well coping mechanisms and strategies for dealing with risk management practices. A systematic literature review of studies undertaken on infrastructure development in Africa will be conducted. This will be complemented by previous empirical studies undertaken on critical success factor for risk management related studies in selected Sub-Saharan African countries such as Zambia, Tanzania and Ghana which have recorded significant developments in achieving some of the nine development areas as identified by the 'research agenda of W107'. Furthermore, content analysis (CA) was employed to analyse the remaining trends and emergent research gaps. Some advocated solutions and roadmap for addressing the identified bottlenecks will be put forward. This study has a number of implications for policy makers as the identified CFSs and lesson learned can be tailored in mitigating some of the challenges in implementing risk management practices. In so doing, unlocking the dormant and unsustainable potential thus delivering projects that could harness the huge investment and development. Finally, stakeholders and practitioners can through effective implementation of risk management maximize the benefits from infrastructure development in Africa. Notwithstanding the noted contributions, the study is limited by the number of empirical studies due to the fewer countries achieving the significant developments as defined by 'research agenda of W107'.
With a focus on internal stakeholder management approaches (SMA), engagement strategies and chall... more With a focus on internal stakeholder management approaches (SMA), engagement strategies and challenges have been suggested in literature. However, there is a paucity of studies in relation to external stakeholders and in particular, South Australia. This paper aims to investigate the engagement strategies and challenges affecting the external stakeholders in adopting SMAs. 21 engagement strategies and 9 challenges were identified through a literature review, and consolidated by 5 interviews. A questionnaire instrument containing these 21 engagement strategies and 9 challenges were sent out to project management practitioners in South Australia, and 19 completed questionnaires were retrieved. The top three ranked strategies for SMAs were “stakeholder identification”, “well defined communication strategy and plan”, and “stakeholder expectations are understood”. The least ranked were “open information sharing”, and “delegating responsibility to the stakeholder”. The top three challenges were “conflicting agendas”, “scarce resources”, and “power conflicts”. In contrast, the least ranked three challenges were: “subversive stakeholders”, “passive involvement of stakeholders”, and “low turn out to meetings”. Strategies identified from the interviews included identifying stakeholders as early as the design phase of the projects. This study provides insights and raises awareness on the engagement strategies and challenges for the effective adoption of stakeholder management approaches.
Reverse logistics (RL) has emerged within manufacturing organisations as an effective measure for... more Reverse logistics (RL) has emerged within manufacturing organisations as an effective measure for achieving sustainable development alongside enhancing productivity. Yet, the construction industry has not kept pace in reaping the benefits of RL compared to the manufacturing industry. One reason for this might be due to the insubstantial RL literature in the construction field as opposed to the manufacturing context. Consequently, knowledge of RL and its application in construction sphere is limited. To address this issue, this study attempts to identify and highlight the fundamental aspects of the RL concept that dramatically influence its adoption and implementation through an integrated review of the literature. Subsequently, the study focuses on comparing the body of knowledge in the construction field in regards to the identified central aspects of RL against those of the manufacturing industry. The discussions will conclude by developing a conceptual model to underscore the strategic aspects of RL for construction organisations. This would further establish the body of knowledge in the construction field by highlighting the gaps in the RL knowledge base. Additionally, the discussions and the conceptual model presented could facilitate raising the level of awareness regarding RL within the construction industry.
... Similarly, [8] acknowledges the fact that SME's would benefit from performance enhancing... more ... Similarly, [8] acknowledges the fact that SME's would benefit from performance enhancing ... Therole of human resources in organisational performance is highlighted by [16], the ... making practices, communication flow, goal emphasis, HRM emphasis, leadership, group processes ...
Despite significant improvements in the application of development strategies for construction ac... more Despite significant improvements in the application of development strategies for construction across a number of development areas as agreed by the 'research agenda of W107', there still remain a number of challenges affecting the delivery of infrastructure development and investment in Africa. The synergies between effective implementation of risk management and undertaking the best practices of infrastructure projects are well acknowledged in literature. This research is focused on identifying the critical success factors (CSFs) associated with managing infrastructure project in Africa, as well coping mechanisms and strategies for dealing with risk management practices. A systematic literature review of studies undertaken on infrastructure development in Africa will be conducted. This will be complemented by previous empirical studies undertaken on critical success factor for risk management related studies in selected Sub-Saharan African countries such as Zambia, Tanzania and Ghana which have recorded significant developments in achieving some of the nine development areas as identified by the 'research agenda of W107'. Furthermore, content analysis (CA) was employed to analyse the remaining trends and emergent research gaps. Some advocated solutions and roadmap for addressing the identified bottlenecks will be put forward. This study has a number of implications for policy makers as the identified CFSs and lesson learned can be tailored in mitigating some of the challenges in implementing risk management practices. In so doing, unlocking the dormant and unsustainable potential thus delivering projects that could harness the huge investment and development. Finally, stakeholders and practitioners can through effective implementation of risk management maximize the benefits from infrastructure development in Africa. Notwithstanding the noted contributions, the study is limited by the number of empirical studies due to the fewer countries achieving the significant developments as defined by 'research agenda of W107'.
With a focus on internal stakeholder management approaches (SMA), engagement strategies and chall... more With a focus on internal stakeholder management approaches (SMA), engagement strategies and challenges have been suggested in literature. However, there is a paucity of studies in relation to external stakeholders and in particular, South Australia. This paper aims to investigate the engagement strategies and challenges affecting the external stakeholders in adopting SMAs. 21 engagement strategies and 9 challenges were identified through a literature review, and consolidated by 5 interviews. A questionnaire instrument containing these 21 engagement strategies and 9 challenges were sent out to project management practitioners in South Australia, and 19 completed questionnaires were retrieved. The top three ranked strategies for SMAs were “stakeholder identification”, “well defined communication strategy and plan”, and “stakeholder expectations are understood”. The least ranked were “open information sharing”, and “delegating responsibility to the stakeholder”. The top three challenges were “conflicting agendas”, “scarce resources”, and “power conflicts”. In contrast, the least ranked three challenges were: “subversive stakeholders”, “passive involvement of stakeholders”, and “low turn out to meetings”. Strategies identified from the interviews included identifying stakeholders as early as the design phase of the projects. This study provides insights and raises awareness on the engagement strategies and challenges for the effective adoption of stakeholder management approaches.
Reverse logistics (RL) has emerged within manufacturing organisations as an effective measure for... more Reverse logistics (RL) has emerged within manufacturing organisations as an effective measure for achieving sustainable development alongside enhancing productivity. Yet, the construction industry has not kept pace in reaping the benefits of RL compared to the manufacturing industry. One reason for this might be due to the insubstantial RL literature in the construction field as opposed to the manufacturing context. Consequently, knowledge of RL and its application in construction sphere is limited. To address this issue, this study attempts to identify and highlight the fundamental aspects of the RL concept that dramatically influence its adoption and implementation through an integrated review of the literature. Subsequently, the study focuses on comparing the body of knowledge in the construction field in regards to the identified central aspects of RL against those of the manufacturing industry. The discussions will conclude by developing a conceptual model to underscore the strategic aspects of RL for construction organisations. This would further establish the body of knowledge in the construction field by highlighting the gaps in the RL knowledge base. Additionally, the discussions and the conceptual model presented could facilitate raising the level of awareness regarding RL within the construction industry.
... Similarly, [8] acknowledges the fact that SME's would benefit from performance enhancing... more ... Similarly, [8] acknowledges the fact that SME's would benefit from performance enhancing ... Therole of human resources in organisational performance is highlighted by [16], the ... making practices, communication flow, goal emphasis, HRM emphasis, leadership, group processes ...
With a focus on internal stakeholder management approaches (SMA), engagement strategies and chall... more With a focus on internal stakeholder management approaches (SMA), engagement strategies and challenges have been suggested in literature. However, there is a paucity of studies in relation to external stakeholders and in particular, South Australia. This paper aims to investigate the engagement strategies and challenges affecting the external stakeholders in adopting SMAs. 21 engagement strategies and 9 challenges were identified through a literature review, and consolidated by 5 interviews. A questionnaire instrument containing these 21 engagement strategies and 9 challenges were sent out to project management practitioners in South Australia, and 19 completed questionnaires were retrieved. The top three ranked strategies for SMAs were “stakeholder identification”, “well defined communication strategy and plan”, and “stakeholder expectations are understood”. The least ranked were “open information sharing”, and “delegating responsibility to the stakeholder”. The top three challenges were “conflicting agendas”, “scarce resources”, and “power conflicts”. In contrast, the least ranked three challenges were: “subversive stakeholders”, “passive involvement of stakeholders”, and “low turn out to meetings”. Strategies identified from the interviews included identifying stakeholders as early as the design phase of the projects. This study provides insights and raises awareness on the engagement strategies and challenges for the effective adoption of stakeholder management approaches.
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Papers by Nicholas Chileshe