Abstract

Schedule delays in construction projects are often a major concern and considered as a global phenomenon in the construction industry. In regards to project delivery, lack of senior management support is one of the main issues that impact project outcomes. This empirical research study aims to investigate the moderating effect of senior management support on the relationship between schedule delay factors and project performance. A questionnaire survey method was adopted to collect data from project directors, project managers, civil and construction engineers, project supervisors, and experts from small, medium, and large construction companies from major cities in Pakistan. A response rate of 84% was obtained based on 310 valid responses from a sample of 368 potential participants that received the survey. The cross-sectional data were used to test direct relationships and moderating effects through regression analysis and “process” method, respectively. The findings indicate that schedule delays in construction projects occur due to lack of commitment, insufficient site management, poor site coordination, lack of clarity in project scope, lack of communication and substandard contracts, in addition to major delays owing to improper planning. Moreover, the relationship between schedule delay factors and project performance is moderated by all dimensions of senior management support, i.e. providing resources, structural arrangements, communication, expertise, and power.

摘要

建筑项目的进度延误通常是一个主要问题，并被认为是建筑行业的全球现象。在项目交付方面，缺乏高级管理层的支持是影响项目成果的主要问题之一。本实证研究旨在调查高级管理层支持对进度延迟因素与项目绩效之间关系的调节作用。采用问卷调查的方式，从巴基斯坦主要城市的大中小型建筑公司的项目主管、项目经理、土木和建筑工程师、项目主管和专家那里收集数据。根据接受调查的 368 名潜在参与者的样本中的 310 份有效回复，获得了 84% 的回复率。横截面数据分别通过回归分析和“过程”方法测试直接关系和调节效应。调查结果表明，建设项目的进度延误是由于缺乏承诺、现场管理不足、现场协调不善、项目范围不明确、缺乏沟通和合同不合标准，以及由于规划不当造成的重大延误。此外，进度延迟因素和项目绩效之间的关系受到高级管理支持的各个方面的调节，即提供资源、结构安排、沟通、专业知识和权力。调查结果表明，建设项目的进度延误是由于缺乏承诺、现场管理不足、现场协调不善、项目范围不明确、缺乏沟通和合同不合标准，以及由于规划不当造成的重大延误。此外，进度延迟因素和项目绩效之间的关系受到高级管理支持的各个方面的调节，即提供资源、结构安排、沟通、专业知识和权力。调查结果表明，建设项目的进度延误是由于缺乏承诺、现场管理不足、现场协调不善、项目范围不明确、缺乏沟通和合同不合标准，以及由于规划不当造成的重大延误。此外，进度延迟因素和项目绩效之间的关系受到高级管理支持的各个方面的调节，即提供资源、结构安排、沟通、专业知识和权力。