This paper is to develop a measurement scale for perceived construction project success to be used for management studies in construction project context. First, a systematic literature review was conducted. A questionnaire was administrated to a sample of 108 construction projects and 47 (44%) questionnaires were received. Exploratory factor analysis was carried out and required steps were followed in the process to establish validity and reliability of the measurement scale. Initially nine criteria with 25 items which can be used for evaluating and driving construction projects were found. Results of factor analysis reveal seventeen measurable items which were loaded on three dimensions/factors. Practitioners can use these criteria as a guiding framework for monitoring and driving their construction projects. This scale will be instrumental for those who are aspired to do research in construction project context. This study may be the first to discuss a measurement scale for construction project success with the viewpoints of Sri Lankan construction professionals. Also this scale has attempted to go beyond the traditional criteria and emphasize the requirement of having a long term perspective. This study add to the body of knowledge of project success criteria and construction project management.

In many countries the employer brand is fast becoming an integral facet of an

No abstract

No abstract

Successful implementation of planned change efforts continues to be recognized as a major challenge for organizations. Following this problem, we argue the appropriateness of perceived organizational support in explaining non-managerial employees’ commitment to change. Data were collected from a sample of machine operators working in recently 5S implemented five Sri Lankan apparel organizations through a questionnaire survey. The results imply the importance of perceived organizational support by employees in order to foster their affective and normative commitment to change while minimizing negative effects of continuance commitment. This research makes a novel contribution to the change management literature by being among the first to examine perceived organizational support in commitment to change.