ORCID Profile
0000-0003-2206-1165
Current Organisation
University of South Australia
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Publisher: Emerald
Date: 07-2019
Abstract: A green lease incorporates sustainability practices to reduce a building’s negative impact on the environment. Facilities managers play an important role in ensuring these best practices are implemented during the operational stage of a building however, green leasing is an under-researched area in the emerging field of sustainable facilities management (SFM). This paper aims to investigate the common barriers encountered in ensuring environmental performance when a green lease agreement is in operation between a landlord and tenant. This research was conducted in three stages using the principal-agent problem as the theoretical foundation for data collection. Stages 1 and 2 used semi-structured interviews to collect data with policy/corporate-level professionals, landlord and facilities management representatives who have considerable experience in green leases. Stage 3 used document reviews based on summative content analysis to further evaluate the extent of the contextual use of green leasing concepts as used within the facilities management community. The study confirmed a strong incentive gap and information asymmetry between the landlord and facilities manager, forming a typical double principal-agent problem when the split incentives between the landlord and tenants are also taken into consideration, which results in agents acting on their own self-interest rather than the interests of the principal. Goal alignment is found to be key for the successful operation and management of a building throughout its life when present, these goal conflicts can lead to disharmony between the parties to the contract. The study proposes a few practical measures to close the gaps in incentive and information asymmetry that create the principal-agent problem, while providing recommendations to the facilities management professional community. These recommendations could be included in future revisions of the SFM guidelines or code of practices used by the industry. Although this study exposed a rather neglected area of the facilities manager’s role in green leases, the findings are limited by the relatively small s le size used for the interviews. This study contributes to the SFM body of knowledge from a green lease perspective, and the theoretical framework in the double principal-agent problem introduced in the study could be used in future research endeavours.
Publisher: Elsevier BV
Date: 2019
Publisher: IGI Global
Date: 04-2016
Abstract: This paper investigates the effectiveness of using a corporate enterprise resource planning (ERP) system as a multi-dimensional project control system (MPCS) to monitor and control the work performed on projects, meet the needs and expectations of the project managers and support the requirements of other key stakeholders. A qualitative approach i.e. case study interviews and literature review accompanied by a quantitative computer system validation test approach was deployed. The results from this study suggest that the corporate ERP system is effective at monitoring and controlling the project stakeholder success criteria within a fully integrated environment. The system does however need to be setup and configured for the purpose of MPCS. This study contributes to the field by providing empirical evidence that corporate ERP systems are likely one of the only systems truly capable of solving the age old problem of how to expand the traditional singular dimensional approaches commonly used in project control, thus multiple control dimensions are integrated with each other and other business systems to form a multi-dimensional project control system.
Publisher: Emerald
Date: 05-06-2019
DOI: 10.1108/IJMPB-05-2018-0093
Abstract: The purpose of this paper is twofold: first, to investigate strategies that external stakeholders can employ to affect construction project outcomes and, second, to identify essential requirements for utilising each strategy. A new theoretical framework of stakeholder influence strategies was proposed and applied. The research design is a multi-case study, comprising four cases in the construction industry in Vietnam. Seven specific strategies were found, including inputs withholding, inputs compromising, communication, direct action, coalition building, conflict escalation and credibility building. When possessing project inputs, stakeholders can affect a project directly via a withholding or compromising strategy. Communication is available to those who have basic communicating skills however, direct action is only employed by groups that include a large number of members. Objectors must have common interests or goals with their potential allies for using coalition building. Conflict escalation is restricted to communities having distinctive characteristics which can be used to create new problems sensibly, while credibility building is used by parties possessing adequate resources and expertise. This study’s generalisability may be limited by the main source of data and the types of projects in the selected cases. This study provides directions for project managers to predict stakeholder influence by taking project inputs and utilisation requirements of the strategies into consideration. This study is one of the first investigations on stakeholder-attributes-related requirements for utilising influence strategies in projects.
Publisher: American Society of Civil Engineers (ASCE)
Date: 09-2019
Publisher: Elsevier BV
Date: 2023
No related grants have been discovered for Anthony Wood.