ORCID Profile
0000-0003-2381-6611
Current Organisations
Islamic Azad University, Shahrekord
,
University of Western Australia
,
University Of Strathclyde
,
Curtin University
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In Research Link Australia (RLA), "Research Topics" refer to ANZSRC FOR and SEO codes. These topics are either sourced from ANZSRC FOR and SEO codes listed in researchers' related grants or generated by a large language model (LLM) based on their publications.
Civil Engineering | Operations Research | Construction Engineering | Infrastructure Engineering and Asset Management |
Construction Processes not elsewhere classified | Civil Construction Processes | Construction Design not elsewhere classified
Publisher: Wiley
Date: 2006
DOI: 10.1002/SDR.332
Publisher: Springer Science and Business Media LLC
Date: 04-06-2021
Publisher: Wiley
Date: 24-07-2016
DOI: 10.1111/PUAR.12608
Publisher: Elsevier BV
Date: 10-2014
Publisher: Informa UK Limited
Date: 21-09-2010
Publisher: Elsevier BV
Date: 08-2016
Publisher: Emerald
Date: 19-07-2011
DOI: 10.1108/01443571111153076
Abstract: It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance. The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance. Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as in idual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it. Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop. The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system achieve a balance between short‐term and future‐oriented activities exploit their managerial activities for multiple purposes demonstrate greater maturity of managerial activities and pay greater attention to the organisation of the managerial system. This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.
Publisher: Maad Rayan Publishing Company
Date: 08-10-2023
Publisher: Elsevier
Date: 1993
Publisher: SAGE Publications
Date: 04-2017
DOI: 10.1177/875697281704800207
Abstract: Infrastructure cost overruns receive a significant amount of attention in the academic literature as well as the popular press. The methodological weaknesses in the dominant approaches adopted to explain cost overrun causation on infrastructure projects are explored in this article. A considerable amount of cost overrun research is superficial, replicative, and thus has stagnated the development of a robust theory to mitigate and contain the problem. Future research should move from single-cause identification and the traditional net-effect correlational analysis to a search for causal recipes through systems thinking and retrospective sensemaking to address the high-level interactions between multiple factors.
Publisher: Informa UK Limited
Date: 05-2008
Publisher: Informa UK Limited
Date: 2007
Publisher: Elsevier BV
Date: 11-1994
Publisher: Informa UK Limited
Date: 07-1992
DOI: 10.1057/ORI.1992.24
Publisher: SAGE Publications
Date: 06-2005
DOI: 10.1177/875697280503600203
Abstract: In the public arena, we often hear about projects that have suffered massive cost overruns. Often they are related to large public construction projects such as airports, bridges, or public buildings. Large overruns also exist in private industry. However, often these do not appear in the newspapers, so the public is not as aware of them. Of course, not all projects go badly wrong, but quite a few do, and frequently we find ourselves uncertain of the causes for such overruns. In this paper, industrial projects that overrun and overrun in a surprising manner are considered. In other words, the paper considers those many projects where the extent of the overrun is well beyond what might ever have been anticipated, even though what was going wrong within the projects was, for the most part, understood. The basis for the content of the paper (that is, the structure and lessons), are drawn from a postmortem analysis of many large projects as part of claims analysis, particularly “delay and disruption” claims for projects whose total expenditure appeared, at first look, inexplicable or surprising. The aim of the paper is to contribute to an understanding of how projects go badly wrong, when they do, and in particular to draw some lessons from this exploration that are likely to help all managers. The reasons for cost escalation are not just the responsibility of project managers.
Publisher: Elsevier BV
Date: 04-2019
Publisher: Elsevier BV
Date: 02-2005
Publisher: Elsevier
Date: 1992
Publisher: SAGE Publications
Date: 11-2004
Publisher: Edward Elgar Publishing
Date: 24-01-2023
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Date: 09-2011
Abstract: For many, teaching soft “OR” or problem structuring methods (PSMs) within the constraints of a degree program can be a challenge. For ex le, effort is needed in managing student expectations—particularly as problem structuring methods typically do not give “a single right answer.” Then there is the requirement of working interactively with groups—a daunting task to many! Finally, adding the extra consideration of teaching distance-learning students just exacerbates the situation—or does it? However, despite these challenges PSMs clearly provide benefit to many and are a valuable part of an operational researcher's armoury. This paper reflects on a selection of the challenges faced by those teaching such methods, and provides some insights into their management.
Publisher: Springer Science and Business Media LLC
Date: 07-2005
Publisher: Springer Science and Business Media LLC
Date: 2001
Publisher: Wiley
Date: 05-1997
DOI: 10.1002/(SICI)1099-1360(199705)6:3<115::AID-MCDA140>3.0.CO;2-I
Publisher: Springer Science and Business Media LLC
Date: 06-10-2014
Publisher: Elsevier BV
Date: 06-2011
Publisher: Springer Science and Business Media LLC
Date: 18-10-2008
Publisher: Informa UK Limited
Date: 27-05-2019
Publisher: Informa UK Limited
Date: 09-2003
Publisher: Springer Science and Business Media LLC
Date: 07-2005
Publisher: Institution of Engineering and Technology
Date: 2013
DOI: 10.1049/CP.2013.1257
Publisher: Informa UK Limited
Date: 1992
Publisher: Springer International Publishing
Date: 2021
Publisher: Springer Science and Business Media LLC
Date: 07-07-2010
Publisher: Informa UK Limited
Date: 02-09-2022
Publisher: Springer Science and Business Media LLC
Date: 2001
Publisher: Elsevier BV
Date: 06-2013
Publisher: Informa UK Limited
Date: 20-01-2019
Publisher: Academy of Management
Date: 2011
Publisher: SAGE Publications
Date: 13-06-2019
Abstract: Operations and projects are typically treated as dichotomous concepts projects create assets to be operated. The segregation of operations from projects is evidenced in the generic project life cycle (concept, feasibility, design, execute, and close) in which consideration of an operations stage is omitted. This article, however, suggests that this omission renders the generic project life cycle (PLC) unsuitable as a frame of reference for managing (and researching) long-term public infrastructure projects, in particular those delivered under the auspices of private participation in infrastructure initiatives such as public–private partnerships (PPPs). Drawing on the normative literature and the authors’ phenomenological research that is embedded in practice, this article demonstrates that operations are an inherent feature of PPP projects. Thus, the generic PLC model is inconsistent with the actuality of PPPs. Implications of this inconsistency for operations management and research of PPPs, particularly in relation to quality, risk, and human resource management are identified and discussed.
Publisher: Informa UK Limited
Date: 06-2003
Publisher: Informa UK Limited
Date: 07-2006
Publisher: SAGE Publications
Date: 08-2016
DOI: 10.1177/875697281604700403
Abstract: Retrospective sensemaking is used to determine how and why rework in offshore hydrocarbon projects occurred. Staff from organizations operating at the blunt end (e.g., clients/design engineers providing finance and information) and those at the sharp end (e.g., contractors at the “coalface”) of a project's supply chain were interviewed to make sense of the rework that occurred. The analysis identified the need for managers to de-emphasize an environment that prioritizes production over other considerations and instead systematically examine mechanisms and factors that shape people's performance. Limitations of the research and the implications for managerial practice are also identified.
Publisher: Informa UK Limited
Date: 2000
Publisher: Elsevier BV
Date: 12-2018
Publisher: CRC Press
Date: 18-09-2014
DOI: 10.1201/B15938-332
Publisher: Springer Science and Business Media LLC
Date: 09-2005
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Date: 04-1997
DOI: 10.1287/INTE.27.2.48
Abstract: A contractor to the channel tunnel project instigated litigation to claim for the costs of disruption and delay. We used several interacting models to make the case for the claim more persuasive, coherent, and verifiable. Mixing qualitative modeling (large cognitive maps) with influence models and with system dynamics simulation modeling improved the quality of the claim. Quality, in this case, being that the modeling process was understandable to the client to the extent that it could argue the claim in court, that every aspect was expected to be transparent to the judge, and that it was robust and defensible management science. Cycling between modeling approaches gave benefits that could not have been attained by either hard or soft modeling in isolation. The claim ultimately was settled satisfactorily out of court with the client acknowledging that the modeling played a significant role.
Publisher: Wiley
Date: 09-06-2007
Publisher: Wiley
Date: 05-1992
Publisher: SAGE Publications
Date: 07-01-2023
DOI: 10.1177/00187267221137884
Abstract: Grand challenges require coordinated and integrated responses that draw on different occupational communities’ competencies that might otherwise remain in isolation. We theorize how grand challenges can be tackled by mobilizing landscapes of practice – a totality of local communities that constitute a ‘living knowledge area’ within a given domain. The landscapes of practices concept helps to understand the deployment of participatory architectures, which in the current literature is considered essential for addressing grand challenges. To this end, landscapes of practice emphasize the mutual accountability between networks and communities across informal and institutional settings and the need to learn about the landscapes of practice rather than focusing only on developing local competencies. Thus, landscapes of practice mobilization is complex and requires collective practical judgment while facing the arising socio-political tensions. Drawing on a study focused on Australian mental health care, we propose four pillars enabling the mobilization of landscapes of practice, and constituting general guiding principles – determining and legitimizing the landscapes of practice’s purpose, deploying landscapes of practice-based governance structures, motivating and connecting membership across the landscapes of practice, and demonstrating the value of the mobilized landscapes of practice. Thereby, we propose a framework of mobilizing landscapes of practice that serves as a reference for network leaders and managerial practice while advancing the academic debates on grand challenges and situated learning.
Publisher: Elsevier BV
Date: 02-2004
Publisher: Elsevier BV
Date: 05-2008
Publisher: Elsevier BV
Date: 12-2011
Publisher: Wiley
Date: 2015
Publisher: Springer Science and Business Media LLC
Date: 17-03-2016
Publisher: JSTOR
Date: 03-2000
DOI: 10.2307/254087
Publisher: Springer Science and Business Media LLC
Date: 08-09-2018
Publisher: Springer Science and Business Media LLC
Date: 28-05-2021
DOI: 10.1007/S10726-021-09745-Y
Abstract: Group Decision and Negotiation methods can help identify optimal, or efficient, solutions to complex problems and so aid decision-makers. However, recommendations depend for their success, in part, on their political feasibility within, usually, complex organisational settings. A part of the complexity of effective implementation derives from understanding the responses of stakeholders to the proposed decisions. The responses of stakeholders can be complex because stakeholders respond not just to the decision but also to the responses of other stakeholders. When the recommendations are very important, and when the possible stakeholder responses are likely to be complex, then the use of some form of modelling of stakeholder dynamics is likely to be helpful. This paper proposes such a modelling process designed to aid the thinking of a decision-making team as they seek to ensure their decision is politically feasible. The modelling process is designed to facilitate effective negotiation in groups about the potential impact of stakeholder responses. The modelling process is illustrated through a real case.
Publisher: Informa UK Limited
Date: 03-10-2018
Publisher: Elsevier BV
Date: 11-2015
Publisher: Inderscience Publishers
Date: 2009
Publisher: Emerald
Date: 03-1992
DOI: 10.1108/09526869210014908
Abstract: Describes the process by which an NHS provider Unit sought to make quality assurance and improvement a shared concern of professionals and managers. Development of a quality assurance strategy and related action plans pulled together existing quality initiatives in the Unit and set new initiatives in an agreed framework for organizational development. Thus the strategy filled the gap between a statement of organizational values and detailed quality auditing practices at the sharp end. Through the active involvement of professional staff and managers in multidisciplinary and multi‐level project groups, the facilitated processes of strategy making, dissemination and implementation led to significant learning by and development of staff and managers and an unanticipated spill over of energy, enthusiasm and commitment throughout the organization.
Publisher: Elsevier BV
Date: 12-2014
Publisher: American Society of Civil Engineers (ASCE)
Date: 11-2015
Publisher: Wiley
Date: 10-2010
DOI: 10.1002/SDR.444
Publisher: Elsevier BV
Date: 11-1994
Publisher: Springer Science and Business Media LLC
Date: 2002
Publisher: Elsevier BV
Date: 08-2011
Publisher: Informa UK Limited
Date: 1997
Publisher: Informa UK Limited
Date: 05-2007
Publisher: Informa UK Limited
Date: 2009
Publisher: Elsevier BV
Date: 06-2012
Publisher: Informa UK Limited
Date: 05-2011
Publisher: American Society of Civil Engineers (ASCE)
Date: 09-2016
Publisher: Elsevier BV
Date: 07-2003
Publisher: Informa UK Limited
Date: 27-07-2019
DOI: 10.1080/00140139.2019.1644379
Abstract: To remain competitive and manage their safety performance, many construction organisations have engaged in benchmarking themselves against lagging indicators provided by a statutory body. Aggregated metrics that are provided by statutory bodies are not useful for the purpose of operational benchmarking, as 'best practice' is unable to be identified. Access to safety statistics from leading construction organisations' projects is seldom made available for the purposes of benchmarking. In addressing this void and to engender a process of operational benchmarking, a homogeneous dataset is used to examine 26,665 workplace injuries that arose during the delivery of 562 projects over a 10-year period by a leading international Australian construction organisation. The nature and the degree of severity of the injuries that arose are statistically analysed. The findings provide invaluable insights into issues contributing to workplace injuries during construction, which can be used as a basis for operational benchmarking and a platform for engaging in continuous improvement.
Publisher: Informa UK Limited
Date: 03-1999
Publisher: SAGE Publications
Date: 22-03-2012
Abstract: Since the recent rejuvenation of intuition research within the management literature, significant work has been done on conceptualizing intuition. Whilst remarkable progress has been achieved in many areas of intuition, the role of intuition in creativity remains comparatively under-researched. Through an extensive review of intuition literature, we believe that a reason for this could be that intuition in the management literature is generally conceptualized as judgement. In this article we aim to extend our understanding of intuition in creativity by distinguishing between intuitive judgment and intuitive insight. Strengthening our case, this article builds on two previous research projects. The first focuses on literature-based features of intuition and the second project builds a conceptual model of knowledge types. Further informing the argument is Polanyi’s distinction of focal and subsidiary awareness. These considerations lead us to propose that there are two distinct kinds of intuition – intuitive judgement and intuitive insight.
Publisher: Informa UK Limited
Date: 03-10-2018
Publisher: Elsevier BV
Date: 06-2017
Publisher: Springer Science and Business Media LLC
Date: 2001
Publisher: Informa UK Limited
Date: 15-01-2018
Publisher: Informa UK Limited
Date: 26-02-2020
Location: Iran (Islamic Republic of)
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
Start Date: 07-2014
End Date: 07-2017
Amount: $375,000.00
Funder: Australian Research Council
View Funded Activity