Incentive Mechanisms and Their Impact on Project Performance

Meng, Xin

doi:10.1007/978-3-319-05915-0_17

Cited by 42 publications

(63 citation statements)

References 40 publications

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“…Success might depend not only on the size of the incentives offered but on the form of the incentives and on the way the programmes have been organized, marketed and implemented. This view has been supported by Meng and Gallagher (2012) who have found that a single incentive might be more effective in a particular area and thus the success of the incentives programme would require various efforts, either internally or externally.…”

Section: Traditional Settlements Incentives Programme and The Sustaimentioning

confidence: 95%

Incentives for the conservation of traditional settlements: residents' perception in Ainokura and Kawagoe, Japan

Radzuan

Fukami

Yaraghi

2014

Journal of Tourism and Cultural Change

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This study emerged from the author(s)' experience in conducting a survey with the residents in Ainokura Village at the Toyama Prefecture and the Kawagoe in the Saitama Prefecture, Japan. With the comprehensive legislations bound into the cultural heritage's sophisticated systems, Japan is often regarded as one of the leading countries in promoting cultural heritage protection despite the tendency for westernization and modernization influences prevalent after World War II. At present, the establishment of the Law for the Protection of Cultural Properties in Japan has increased public awareness for the conservation of the cultural heritage including tangible and intangible heritage. This research intends to look at the perceptions of the residents on the implementation of the cultural heritage conservation and incentives programme in those two traditional settlements. By using questionnaires and interviews involving the residents in the two areas, this study has employed the quantitative and qualitative approach in order to gather factual data. This research is conducted in order to address the overarching question of whether the incentive programmes that have been created for the community have been found to be suitable for the fulfilment of their aspirations and real needs.

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Section: Traditional Settlements Incentives Programme and The Sustaimentioning

confidence: 95%

Incentives for the conservation of traditional settlements: residents' perception in Ainokura and Kawagoe, Japan

Radzuan

Fukami

Yaraghi

2014

Journal of Tourism and Cultural Change

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“…They are also defined as three key indicators to measure the contractor's performance or the completed project's performance. If completion on time, on budget and with the specified quality is considered as normal performance, it is possible to define completion behind schedule, over budget and with the quality lower than the specifications as underperformance and completion ahead of schedule, under budget and with the quality higher than the specifications as outperformance (Meng and Gallagher 2012). Obviously, outperformance represents performance above "business-as-usual" (Rose and Manley 2011).…”

Section: Project Objectives and Performance Indicatorsmentioning

confidence: 99%

“…At the first step of incentivization in a project, the client should make clear which project objective needs to be incentivized. In construction practice, time and cost incentives are more commonly used than quality and safety incentives (Bubshait 2003;Meng and Gallagher 2012). Time incentives are particularly important for schedule-driven project management .…”

Section: Incentivization For Different Project Objectivesmentioning

confidence: 99%

“…Unlike a large number of studies on time and cost incentives, few studies have reported the use of quality incentives in construction practice. Richmond-Coggan (2001) and Meng and Gallagher (2012) are two of the few studies in which empirical evidence is provided for the use of quality incentives. According to Meng and Gallagher (2012), quality incentives are less commonly used than time or cost incentives.…”

Section: Incentivization For Different Project Objectivesmentioning

confidence: 99%

“…Richmond-Coggan (2001) and Meng and Gallagher (2012) are two of the few studies in which empirical evidence is provided for the use of quality incentives. According to Meng and Gallagher (2012), quality incentives are less commonly used than time or cost incentives. Meng and Gallagher (2012) further found that quality incentives are seldom used individually but are often combined with time and/or cost incentives.…”

Section: Incentivization For Different Project Objectivesmentioning

confidence: 99%

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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Project Control Through Disincentivisation: A Case Study of Hong Kong–Zhuhai–Macao Bridge Project

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Cheung

Gao³

et al. 2020

Collaboration and Integration in Construction, Engineering, Management and Technology

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Incentive Mechanisms and Their Impact on Project Performance

Cited by 42 publications

References 40 publications

Incentives for the conservation of traditional settlements: residents' perception in Ainokura and Kawagoe, Japan

Incentives for the conservation of traditional settlements: residents' perception in Ainokura and Kawagoe, Japan

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Project Control Through Disincentivisation: A Case Study of Hong Kong–Zhuhai–Macao Bridge Project

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