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Purpose The purpose of this research is to quantify the effect of stakeholder conflicts on project constraints in the construction industry using ordinal regression analysis. For this purpose, the most significant project constraints and factors that cause stakeholder conflicts found in the literature are measured. Design/methodology/approach Factors causing stakeholder conflicts and project constraints are extracted through a content analysis of the published literature. Further, a questionnaire survey is conducted involving 170 professionals to assess the effect of conflicts on project constraints. Finally, to obtain a more objective assessment, a statistical model is developed, and to highlight the most severe factors causing conflict and impacting project constraints, ordinal regression analysis is performed. Findings The results show that in the construction industry, all project constraints are affected by stakeholder conflicts. Factors that result in stakeholder conflicts indicated a positive relationship with cost, time and resources. This means that any increase or decrease in the effect of stakeholder conflicts will directly influence these three project constraints. Similarly, a negative relationship was observed between stakeholder conflicts and quality, workforce productivity, protection of environment and safety regulations in the construction industry, indicating that increase in the effect of stakeholder conflicts will decrease these four project constraints and vice versa. The results for cumulative ordinal regression model highlight that lack of communication, poor quality of completed works and change orders and rework have intense effects on project constraints collectively. Originality/value A small number of studies have been undertaken to examine the emergence of project constraints in the developing countries. And even more, its relationship with stakeholder conflicts in the construction industry is limited. This research highlights the most significant project constraints and factors that result in stakeholder conflicts in the construction industry. Therefore, this study adds to the existing body of knowledge by developing an ordinal regression model that will help decision-makers and top management control this enigma of stakeholder conflicts in the construction industry.

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PurposeThe purpose of this research is to rank the most significant factors of organizational structure that can reduce time and cost overruns (nonphysical waste) in road projects of the developing countries. Additionally, the effect of factors of organizational structure on nonphysical waste in road projects is also measured.Design/methodology/approachFactors of organizational structure causing time and cost overrun are extracted through a content analysis of the published literature. Moreover, a questionnaire survey is carried out involving 128 professionals to assess the effect of organizational structure factors on time and cost overrun. Finally, to obtain a more objective evaluation, relative importance index and regression analysis techniques are utilized, and the most severe factors influencing time and cost overrun are indicated.FindingsThis study found out that top management support and procurement procedures are the most significant factors influencing time and cost overruns in road projects of the developing countries.Originality/valueA small number of studies have been conducted to investigate the effect of factors of organizational structure on time and cost overrun in the construction industry. And even more, its relation with respect to road projects of the developing countries is limited. This research highlights the effect of most significant factors of organizational structure that influence the nonphysical waste in road projects of the developing countries. Therefore, this study adds to the body of knowledge by recommending that all the stakeholders of construction project should pay close attention toward these factors to control the enigma of time and cost overrun. It might also prove helpful, if implemented to its full extent, in all the road construction activities undertaken.