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ethical leadership, Full Range Leadership Model, employee outcomes, organizational culture,

Delays are frequent and recurring in construction projects in developing countries. Although the principal reasons for construction delays are comparable across developing countries, several factors pertaining to local industry, socio-economic and cultural issues and project characteristics also contribute to construction delays. Questionnaire surveys and interviews were conducted on a major construction project in Thailand to explore the most significant problems causing construction delays. Factors related to designers, contractors and consultants were rated among the top problems. Issues such as lack of resources, poor contractor management, shortage of labour, design delays, planning and scheduling deficiencies, changed orders and contractors' financial difficulties were also highlighted during the interviews. Notably, problems such as 'multicultural and multilingual environment causing ineffective communication', 'large number of participants of project' and 'involvement of several foreign designers and contractors' were rated among the bottom 10 problems in the 75-item problem inventory. These findings can be helpful for project managers to mitigate the construction delays in Thailand. In order to effectively overcome the construction delays in developing countries, suggestions are made for fundamental and large-scale reforms in procurement systems, value chain management and stakeholders' management.Delays, major projects, developing country, Thailand,

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PurposeLarge‐scale construction projects pose several challenges for successful completion. There seems to be no general agreement among researchers on what are the critical success factors (CSFs) on construction projects. Success factors vary across various projects, let alone countries. This paper attempts to elicit the perception of construction professionals on CSFs appertaining to large‐scale construction projects in Thailand.Design/methodology/approachQuestionnaire surveys and interviews were conducted with project managers, deputy project managers, and line managers to gather their perception on CSFs.FindingsResults of 76 questionnaire surveys and 35 interviews revealed that factors related to project planning and control, project personnel, and involvement of client were perceived to be critical for the success of large‐scale construction projects in Thailand. Participants also showed their high concern for sufficient resources, adequate communication, mutual understanding of stakeholders on project goals, and award of bids to the “right” designers and contractors.Research limitations/implicationsThe study was conducted on a single large‐scale construction project in Thailand, and hence, findings should be interpreted in context of Thai construction industry. The study also did not consider any specific procurement methods under which the project was being developed. Participants were asked about their general perception about CSFs on large‐scale construction projects.Practical implicationsResults from this study can be used as guidelines to ascertain CSFs on other large‐scale projects in Thailand. Project managers can also use this study to evaluate their current project and compare the perceived and real success factors for knowledge management exercises.Originality/valueThe paper captures the perception of construction professionals about CSFs in large‐scale projects in Thailand. It also presents a model for conceptual illustration of CSFs by differentiating the process domain from performance domain.