Risk Response Development in Construction Projects Delay: Multiple Case Studies from UAE

2021 ◽  
Vol 7 (3) ◽  
pp. 05021004
Author(s):  
Omayma Motaleb
Keyword(s):  
Case Studies ◽  
Construction Projects ◽  
Risk Response ◽  
Multiple Case ◽  
Multiple Case Studies

scholarly journals Knowledge integration challenges and critical success factors within construction traditional procurement system

2018 ◽  
Vol 2 (1) ◽  
pp. 24-37 ◽  
Author(s):  
Mohammad Takhtravanchi ◽  
Chaminda Pathirage
Keyword(s):  
Case Studies ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Knowledge Integration ◽  
Project Managers ◽  
Critical Success ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Procurement System

The purpose of this study is to explore and identify the challenges and Critical Success Factors (CSFs) of Knowledge Integration (KI) in terms of capturing, sharing and transferring knowledge within construction projects based on the Traditional Procurement System (TPS). On the basis of available studies on KI and TPS within the industry investigated, multiple case studies were developed to reach the aforementioned objective, involving two case studies to reflect the building sector within construction industry. Furthermore, an Interpretive Structural Modelling (ISM) approach was used to summarize and identify the relationships between the identified challenges. ‘Culture of Organization, ‘Contractual Boundaries’ and ‘Knowledge Management System’ (policies and strategies of organization) are identified as the main challenges. Having an ‘open environment’ and ‘clear liability of project members for sharing knowledge at different phases of project’ are two of identified CSFs, which will assist project managers to enhance the KI process within construction projects undertaken through the TPS.

scholarly journals Competency-Industry Relatedness (C-IR) Framework for Sustained Business Growth in Startups during and beyond Pandemic: Myths and Lessons from Publicly Funded Innovative Startups

2021 ◽  
Vol 13 (9) ◽  
pp. 4632
Author(s):  
Varun Gupta ◽  
Luis Rubalcaba
Keyword(s):  
Case Studies ◽  
Business Environment ◽  
Learning Curves ◽  
The European Union ◽  
Business Growth ◽  
Product Lines ◽  
Business Decisions ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Industry Relatedness

Context: The coronavirus disease 2019 (COVID-19) pandemic led to a turbulent business environment, resulting in market uncertainties, frustrations, and rumors. Wrongly held beliefs—or myths—can hinder startups from turning new market opportunities into their favor (for example, by failing at diversification decisions) or undertaking wrong business decisions, e.g., diversifying in industries that have products of no real market value). Objectives: The objective of the paper is to identify the beliefs that drive the business decisions of startups in a pandemic and to isolate those beliefs that are merely myths. Further, this paper proposes strategic guidelines in the form of a framework to help startups make sound decisions that can lead to market success. Method: The two-step research method involved multiple case studies with five startups based in India, France, Italy, and Switzerland, to identify perceptual beliefs that drove strategic business decisions, followed by a case study of 36 COVID-19-solution focused startups, funded by the European Union (EU). The findings were validated through a survey that involved 102 entrepreneurs. The comparative analysis of two multiple case studies helped identify beliefs that were merely “myths”; myths that drove irrational strategic decisions, resulting in business failures. Results: The results indicate that startups make decisions in pandemic situations that are driven by seven myths, pertaining to human, intellectual, and financial resources. The decision on whether to diversify or continue in the same business operation can be divided into four strategic options of the Competency-Industry Relatedness (C-IR) framework: ignore, delay, phase-in, and diversify. Diversification in the same (or different industry) is less risky for startups if they have the skills, as needed, to diversify in related industries. Diversification in related industries helps startups leverage their experiences and learning curves (those associated with existing product lines) to adapt their existing products in new markets, or utilize their technologies to solve new problems via new products. The desired outcome for these startups should be sustainable business growth—to meet sustainability goals by contributing to the society and the economy. Conclusion: The C-IR framework is a strategic guide for startups to make business decisions based on internal factors, rather than myths. Accurately assessing skill diversity and the nature of new industries (or markets) will help startups leverage their existing resources optimally, without the need for (pricey) external funding. This will foster sustained business growth resulting in a nation economic development. Knowledge transfer from the Innovation ecosystem will further strengthen the C-IR framework effectiveness.

Service Oriented Architecture (SOA) Implementation

2018 ◽  
Vol 10 (2) ◽  
pp. 1-21 ◽  
Author(s):  
Tom Yoon ◽  
Bong-Keun Jeong
Keyword(s):  
Case Studies ◽  
Service Oriented Architecture ◽  
Successful Implementation ◽  
Business Units ◽  
Small Project ◽  
Service Oriented ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
And Training

Using a multiple case studies and surveys, this article finds that factors essential to successful Service Oriented Architecture (SOA) implementations include establishing effective SOA governance, establishing SOA registries, starting with a small project, collaboration between business and IT units, strengthening trust among business units, and training. This article also explores business and IT motivations for SOA implementation and the benefits realized from this implementation. The findings from this article can provide a guidance for practitioners on the successful implementation of SOA.

Software Effort Estimation Using ISBSG Dataset: Multiple Case Studies

2021 ◽  
Author(s):  
Huseyin Unlu ◽  
Ali Gorkem Yalcin ◽  
Dilek Ozturk ◽  
Guliz Akkaya ◽  
Mert Kalecik ◽  
...  
Keyword(s):  
Case Studies ◽  
Effort Estimation ◽  
Software Effort Estimation ◽  
Multiple Case ◽  
Multiple Case Studies

scholarly journals Marine Search-and-Recovery Operation of Scientific Balloons in Japan

2017 ◽  
Vol 06 (02) ◽  
pp. 1740005 ◽  
Author(s):  
Y. Shoji ◽  
H. Fuke ◽  
K. Hamada ◽  
I. Iijima ◽  
C. Ikeda ◽  
...  
Keyword(s):  
Case Studies ◽  
Safety Issues ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Radical Solution

Stratospheric balloons have been used worldwide for more than half a century for various scientific missions. However such balloon operations are facing safety issues due to the reduction in appropriate sites for landing. Instead of landing on the ground, landing and recovering on the sea can be a radical solution to this problem. Marine search-and-recovery operations for balloons are not conducted commonly; however, such the operation has been uniquely developed in Japan for more than 40 years. This study describes the methodology for such search-and-recovery of balloons and gondolas through examination of multiple case studies.

Could lean and green be the driver to integrate business improvement throughout the organisation?

2018 ◽  
Vol 67 (1) ◽  
pp. 207-219 ◽  
Author(s):  
Lara Chaplin ◽  
Simon T.J. O’Rourke
Keyword(s):  
Case Studies ◽  
Large Scale ◽  
Participant Observation ◽  
Integrated Approach ◽  
Thick Description ◽  
Content Type ◽  
Main Research ◽  
Lean And Green ◽  
Multiple Case ◽  
Multiple Case Studies

Purpose It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration. Design/methodology/approach The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001). Findings The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders. Research limitations/implications The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI. Practical implications The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan. Social implications This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit. Originality/value There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.

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