Contingency Use and Project Delivery Influence on Infrastructure Project Risk Assessment

Diab, Mohamed; Mehany, Mohammed S. Hashem M.

doi:10.1007/978-3-030-48465-1_97

Cited by 3 publications

(2 citation statements)

References 12 publications

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“…The basic idea is built based on the general contingency theory (Aljawder and Davis, 2013), which advocates that project control activities are critical for a project's success. Project risk management influences project performance and business success (Zwikael et al, 2014;Diab and Mehany, 2021). The organization benefits by implementing project risk management since it achieves greater project performance and business success through creating business value.…”

Section: Hypothesesmentioning

confidence: 99%

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

Tiwari

Suresha

2021

Glob J Flex Syst Manag

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Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility.

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Section: Hypothesesmentioning

confidence: 99%

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

Tiwari

Suresha

2021

Glob J Flex Syst Manag

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“…Additionally, physical constraints and human factors also contribute to the uncertainty in BR projects. Physical constraints include access to the site, inadequate space for working or storage of materials, unforeseen site conditions, the unclear scope of work, difficulty in matching new materials with existing materials and difficulty in obtaining construction materials (Rahmat 2008;Vaysburd et al 2014;Aziz and Abdel-Hakam 2016;Noori and Mokariantabari 2019b;Diab and Mehany 2021;Ranasinghe et al 2021). However, physical constraints can be increased further due to human factors when an organisation or the tenants need to remain in an existing building while BR work is undertaken (Nutt et al 1998;Holm 2000).…”

Section: Introductionmentioning

confidence: 99%

Assessment of interorganisational conflict in building refurbishment projects using EFA and PLS-SEM

Noori

2023

Organization, Technology and Management in Construction: An International Journal

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It is generally known that building refurbishment (BR) projects are more likely to face uncertainties than new building projects. Therefore, uncertainty is an element that may cause interorganisational conflict (IOC). This paper presents a study with three objectives: to evaluate the uncertainty levels, assess the IOC that may arise due to the uncertain nature of BR projects and examine the interrelated dependence relationship between uncertainty and IOC variables. A total of 188 refurbishment projects formed the database for this study. The study applied Exploratory Factor Analysis (EFA) and Structural Equation Modelling (SEM) based on Partial Least Squares (PLS) in the data analysis process. The findings show that uncertainty and IOC BR projects are moderate. Additionally, the uncertainty variable has a positive relationship with the IOC variable; in other words, the higher the uncertainty, the higher is the level of IOC. However, the three factors that emerged as being predictably more uncertain are inadequate space for storage of material and working, difficulty in access to the site and unclear scope of the work.

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Moderating Role of Project Flexibility on Senior Management Commitment and Project Risks in Achieving Project Success in Financial Services

Tiwari

2023

Lecture Notes in Networks and Systems

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Contingency Use and Project Delivery Influence on Infrastructure Project Risk Assessment

Cited by 3 publications

References 12 publications

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

Assessment of interorganisational conflict in building refurbishment projects using EFA and PLS-SEM

Moderating Role of Project Flexibility on Senior Management Commitment and Project Risks in Achieving Project Success in Financial Services

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