Journal of Construction Engineering and Management

A newly developed hydraulic joint for pipe jacking is described and compared with conventional compression rings. It is shown that with the hydraulic joint, thrust eccentricities are largely reduced, resulting in a much more uniform stress profile at the pipe ends and hence a considerably reduced pipe damage potential. Higher jacking forces can be applied (fewer or no intermediate jacking stations are necessary), longer pipes can be used (fewer joints are necessary), smaller radii of curvature are feasible (fewer or no intermediate jacking pits are necessary) and frictional forces are reduced. The measurement of joint displacements and joint liquid pressures permits an effective real-time monitoring of the jacking process. 30 of the 40 pipelines with a total length of $8.2\mathrm{km}$ completed so far had curved alignments. The smallest radius of curvature was $86\mathrm{m}$ using $3\mathrm{m}$ long pipes with an internal diameter of $1.2\mathrm{m}$ . Practical experiences gained with the hydraulic joint are summarized.

This research resorted to the use of construction operations simulation modeling to investigate the cost efficiency of waste-handling practices on the Kai Tak Airport demolition project in Hong Kong. By modeling the site operation of sieving and stockpiling broken concrete, the well-established construction simulation methodology of CYCLONE was contrasted with the newly developed simplified discrete event simulation approach (SDESA). Further, the SDESA model was readily extended to include (1) raw demolition waste collecting and sorting; (2) broken concrete sieving and stockpiling; (3) steel bar recycling; and (4) debris disposal at the landfill. The production rate derived from simulation was indicative of a close match between the simulation model and the actual site system. The resulting simulation model provided a basis for evaluating the cost efficiency of actual site operations and alternative resource provision scenarios being postulated. Through computer simulation, the actual site operation was found smooth and efficient with utilization rates for resources of different types ranging from 79 to 99%. In addition, the cost–time reduction ratios were calculated for four alternatives of resource provisions in comparison with the original base case. The research findings suggested that provided the project budget had satisfied the higher cash flow requirement, doubling the resource provision on site would potentially cut the project duration by half and not increase the total direct cost.

Abnormally low bids and contractors’ opportunistic bidding behavior are frequently observed in the competitive bidding system. Many research findings have pointed out that price competition itself is not sufficient to guarantee the use of economical and good quality products. The qualification-based selection (QBS) system has been proposed as a potential solution to this problem. However, due to lack of supporting data, most previous studies could only assess its effectiveness based on a single case experience and subjective opinions from questionnaire surveys. Few studies have analyzed contractors’ pricing behavior under the QBS system and the effects of the QBS system on market competition. This paper develops a simulation model to analyze contractors’ pricing behavior and dynamic competition process under the QBS system. The research results suggest that although the QBS system has potential to encourage contractors to place more emphasis on project quality, once the price is included as one of the selection criteria, abnormally low bids could still be problematic. The success of the QBS system is highly dependent on the linkage between contractors’ past performance and the evaluation of contractors’ qualifications. Only when contractors’ past performance is carefully and constantly examined and closely reflected in the bid evaluation can the contractors’ opportunistic bidding behavior be reduced and quality products be ensured.

In the course of negotiation, negotiators’ tactics should be responsive to the situational factors. This is commonly described as the contingent use of negotiators’ tactics. This study examines this concept in construction dispute negotiation and has three stages of work. Stage 1 develops taxonomies of the three construction dispute negotiation dimensions: dispute sources, negotiators’ tactics, and negotiation outcomes by exploratory factor analysis. A structural equation modeling is also used to confirm the taxonomies. Stage 2 examines the contingent use of negotiators’ tactics on outcomes respective to the dispute sources through the use of moderated multiple regression (MMR). Stage 3 discusses the findings. The dispute source, “Delay” is found to be a universal moderator in the MMR analysis of the tactic-outcome relationships. That means when the dispute source is delay, a wide range of negotiators’ tactics can be used, respective to outcome intended. It is also found that the most versatile tactics are those that seek progress. This group of tactics is effective in almost every group of dispute source and, in general, positive results can be expected. However, aggressive and assertive tactics should be used restrictively, as they will only be useful against a compromising negotiation counterpart.

In recent reforms of the Chinese construction industry, significant efforts have been made toward the introduction of Western project management theories and practices. However, little is known about the extent to which Western project management concepts have been supported by the Chinese culture. Because of certain differences between the two cultures, Chinese managers’ conceptions of their work are likely to be different from their Western counterparts. This paper reports an interpretive comparison of Chinese and U.K. construction project managers’ conceptions of their work. The findings reveal three of the most similar and five of the most different aspects between the two cultural sets of conceptions. The identified similarities reflect some key characteristics inherent in the construction project management profession. Two of the identified differences, namely Chinese emphasis on commercial awareness and U.K. emphasis on health and safety, arise from social structural differences in the two nations, whereas the other three differences, namely Chinese attention to relationships, Chinese concern for their company, and U.K. attention to project contract, are due to the cultural differences between the two nations.

This paper presents the results of a structural equation model (SEM) that describes and quantifies the relationships between corporate culture and safety performance. The SEM is estimated using 196 individual questionnaire responses from three companies with better than average safety records. A multiattribute analysis of corporate safety culture characteristics resulted in a hierarchical description of corporate safety culture comprised of three major categories—people, process, and value. These three major categories were decomposed into 54 measurable questions and used to develop a questionnaire to quantify corporate safety culture. The SEM identified five latent variables that describe corporate safety culture: (1) a company’s safety commitment; (2) the safety incentives that are offered to field personal for safe performance; (3) the subcontractor involvement in the company culture; (4) the field safety accountability and dedication; and (5) the disincentives for unsafe behaviors. These characteristics of company safety culture serve as indicators for a company’s safety performance. Based on the findings from this limited sample of three companies, this paper proposes a list of practices that companies may consider to improve corporate safety culture and safety performance. A more comprehensive study based on a larger sample is recommended to corroborate the findings of this study.

A review of literature on organizational learning suggested that organizations mainly exhibit three types of learning styles: single-loop learning (SLL), double-loop learning (DLL), and deutero learning (DeuL). SLL refers to the detection and correction of errors without adjusting one’s underpinning assumptions about performance requirements. DLL refers to improvement actions which are undertaken in response to the change of one’s underpinning assumptions. DeuL refers to the establishment of a system which propels continuous learning. It has been advocated that effectuating these learning styles are critical for attaining continuous project performance improvement. This paper reports a study that aimed to examine the relationship between organizational learning styles and performance improvement in construction projects. A conceptual model for the same was first developed. Data about the contracting organizations’ practice of learning styles and project performance were collected through a questionnaire survey. Structural equation modeling was used to examine the significance of the relationship between organizational learning styles and project performance improvement. It was found that the attainment of project performance improvement was positively related to the practice of DLL. Further, DeuL was found essential for facilitating the practice of SLL and DLL.

Construction firms are now operating in a new era. Gaining and sustaining competitive advantage in this era primarily depends on effective and efficient management of knowledge assets. This paper proposes a performance evaluation model called fuzzy intellectual capital index (FICI) that can guide construction business executives to effectively and efficiently manage their knowledge assets. FICI incorporates an intellectual capital performance measurement model with fuzzy set theory to adequately handle imprecision, vagueness, and uncertainty that prevail in this process. FICI uses the fuzzy-weighted average algorithm to compute the intellectual capital performance of architectural/engineering/construction (A/E/C) firms. It is an internal reporting model that can guide executives of A/E/C firms to evaluate their firm’s ability to achieve their strategic objectives and to pinpoint their firm’s strengths and weaknesses in order to neutralize threats and to exploit opportunities presented by today’s construction business environment. A real-world case study is presented to illustrate the implementation and utility of the proposed model. Implications for practitioners and directions for future research are discussed.

Due to the recent trend of utilizing joint ventures (JVs) in construction, construction firms are faced with the challenges in managing construction JVs. Among those challenges, the choice of organizational governance structure has a profound impact on JV performance, but receives little attention. The objective of this study is to investigate the choice of organizational design in construction of JVs and the underlying rationales of the choice. Through the theoretical lens that integrates both cost and resource perspectives, we develop a model that focuses on four major factors for determining governance structure choices, namely, corporate cultural difference, trust, needs for procurement autonomy, and motivation for learning. A case study of eight JVs in the Taiwan High Speed Rail project was conducted to empirically evaluate the proposed model. It is shown that the eight cases studied jointly replicate the linkage between the hypothesized determinants and the governance structure choices and reasonably support the proposed model.

Organizations in the construction industry cannot afford to make repetitive mistakes on major projects. Conversely, there are great benefits to repeating positive experiences from past projects. This need for institutional memory is amplified by the reality that in the course of normal turnover and retirement, people with years of experience leave their organizations. An effective lessons learned program is a critical element in the management of institutional knowledge; it will facilitate the continuous improvement of processes and procedures and provide a direct advantage in an even more competitive industry. This paper describes a research study that aimed to identify effective management practices and technologies for lessons learned programs in the construction industry. Data from 70 organizations that participated in this study are presented. Research found that even though more lessons learned programs are being initiated, the potential for savings and improvement has not been fully met. The study has also identified seven crucial characteristics of a successful program and verified that most organizations are stronger in some categories and weaker in others. The key to an effective program is to address all seven areas and guidance is provided for those wishing to implement lessons learned programs.

Empirical research was performed into the hypothesis that a substantial number of building performance engineering tasks on design-bid-build projects are typically provided by entities associated with the construction phase, not with the architect-engineer (AE) of record. This hypothesis is contrary to the traditional understanding of design-bid-build and is theorized to result from increased time pressures on AEs, decreased AE profit margins, AEs’ attempts to minimize liability, increased design and construction specialization, and increased prefabrication. Project technical specifications were analyzed for 20 $5–45M building construction projects and 16 individuals directly associated with these projects were interviewed. It was found that 35 building performance engineering tasks were required by the project specifications to be performed by entities associated with the construction of the buildings. This large number of delegated design tasks suggests the conventional understanding of the design-bid-build process is not accurate. The increasing fragmentation of the design and construction process may have implications for the efficiency of communication on design-bid-build projects, lean construction processes, and constructability.

In infrastructure development through public-private partnerships (PPPs), governments worldwide often preset the concession period to a fixed length and then invite the private sector to bid on other aspects of the project. This practice has potential economic, financial, and social problems as shown in a case study of Hong Kong tunnel projects. To overcome these problems, this paper has proposed a win–win concession period determination methodology, in which PPPs are addressed as a principal-agent maximization problem. Both deterministic and simulation-based methods are provided to determine the concession period, with detailed step-by-step procedures. These methods take into consideration the financial characteristics of PPPs and the construction and operation requirements. In particular, the simulation-based approach combines the critical path method and Monte Carlo simulation technique in an effort to quantify construction and market risks for informed decision making. Furthermore, some issues related to the proposed methodology also have been discussed. These issues include (1) factors in determining a reasonable rate of return to the concessionaire’s equity investment; (2) advantages and disadvantages of rate of return regulation; (3) concession period as a tender evaluation criterion; (4) efficiency check of the concessionaire’s cost performance; (5) workable pricing mechanism; and (6) a practical approach to establishing statistical construction cost/duration distributions.