Purpose -The purpose of this paper is to examine the mediating role performance measurement plays in the relationship between competitive strategies and firm performance. Design/methodology/approach -This study conducted a mail-survey of Thai listed companies in 2009. A total of 101 Thai listed companies' executives, each representing their company, participated in this study. The SPSS version 11.5, path-analytical model is adopted to analyze the survey data obtained. Findings -This study finds that generally, all competitive strategies positively and significantly enhance firm performance through performance measurement. Specifically, firms' differentiation strategy not only has a direct and significant impact on firm performance but also it has indirect and significant impact on firm performance through financial measures. Cost leadership strategy that firms pursue does not directly affect firm performance. However, it does so indirectly and significantly through financial performance measures. Research limitations/implications -Future research could consider the use of longitudinal data to ascertain more clearly these causal relationships. Practical implications -The paper offers managerial implications that whether a firm chooses to pursue cost leadership or differentiation strategies, a strong emphasis on performance measurement will ensure the positive impact on firm performance in a fierce competitive environment. Originality/value -This paper adds to the existing theoretical discussion and analyses the research and findings on the mediating role of performance measurement on the relationship between competitive strategy and firm performance.

PurposeThis research is aimed at examining the relationships between knowledge factors and the knowledge creation process in construction projects, paying particular attention to on‐site work.Design/methodology/approachThe design of this research is cross‐sectional and uses a blended methodological approach of both quantitative and qualitative methods. The research model includes the following variables; six knowledge factors: vision of leadership, trust, collaboration, incentives, information technology (IT) support, and individual competencies; and four knowledge creation processes: socialization, externalization, combination, and internalization. Survey data from 70 construction projects in Thai construction firms, obtained by means of a questionnaire developed by the researcher, were collated and analyzed. As a means of testing the model, regression analysis techniques were used to analyze the data.FindingsConsistent with previous empirical evidence, three knowledge factors affected the knowledge creation process: incentives, IT, and individual competencies. It was noted that these factors overlay the knowledge creation process at all execution stages of on‐site construction.Originality/valueThis research is expected to contribute to a better understanding of important knowledge factors and knowledge management research in Thai construction that is still at an infancy stage. In order to build a knowledge creative culture, construction project executives need to support and maximize the value of human assets (individual competencies). Furthermore, facilitating IT‐supported knowledge management in construction projects needs to be considered and emphasized needs to be placed on productive work and gain a competitive advantage.

Purpose – Numerous studies to date have demonstrated the public-private partnership (PPP) project procurement method's failure to deliver low-cost housing (LCH) to low-income groups (LIGs) in developing countries. The purpose of this paper is to investigate critical failure factors (CFFs), and how they cause the failure of PPP-LCH program. Design/methodology/approach – Grounded Theory methodology was used to gather and analyze the data in order to identify, categorize, and develop the logically causal relationships among CFFs that cause PPP-LCH program failure. Findings – Ten CFFs in various phases of PPP-LCH project life cycle caused PPP-LCH program failure. Some CFFs resulted from ineffective PPP policy and strategy, while some were beyond the control of the project/program management team. These CFFs were inter-/intra-related to one another in a particular way. Originality/value – Despite the increase in PPP-LCH projects/programs for LIGs in practice and the prevalence of failure, the studies of PPP-LCH project/program failure still suffer from insufficient conceptual clarity about the causes of these failures. The lessons learned, to some extent, help decision makers in both public and private sectors to reduce the probability of the PPP-LCH project/program failure by clearly explaining the nature of each CFF.

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A change order is an order from an employer authorizing a variation. Success in managing change orders results in uninterrupted construction operations and an agreed final project cost as well as duration. One of the methods to manage change orders is to establish good communication and cooperation among project team members. Success of this method can be enhanced by developing and utilizing a web‐based change order management system that supports documentation practice, communication and integration between different team members in the change order workflow. This paper discusses our web‐based project management system, change order management system (COMS), to manage change orders using the Internet. In order to show COMS’ potential benefits, a test case was conducted for comparing the COMS with the conventional practice of change order management.