Management of Construction Firm Performance Using Benchmarking

El-Mashaleh, Mohammad; Minchin, R. Edward; O’Brien, William J.

doi:10.1061/(asce)0742-597x(2007)23:1(10)

Cited by 123 publications

(58 citation statements)

References 10 publications

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“…Laba bersih setelah pajak sebagai prosentase dari total penjualan untuk tahun fiskal terakhir digunakan untuk mengukur laba perusahaan (Mashaleh et al, 2007). Rasio laba adalah kelompok rasio yang menunjukkan kombinasi dampak likuiditas, manajemen aset dan manajemen hutang sebagai hasil operasi keuangan organisasi (Brigham, 1989).…”

Section: Keberhasilan Proyek Konstruksiunclassified

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Chandra¹,

Indarto²,

Wiguna³

et al. 2012

jmk

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ABSTRAKAda suatu kecenderungan yang alamiah dari kelompok pemangku kepentingan untuk mencoba mempengaruhi kondisinya dalam keberhasilan proyek. Gambaran ini merupakan tantangan bagi pelaku jasa konstruksi untuk menganalisis dan mangelola berbagai perhatian dan kebutuhan dalam pelaksanaan proyek konstruksi. Tujuan dari penelitian ini adalah untuk mengetahui seberapa baik faktor-faktor yang mempengaruhi kondisi pemangku kepentingan dalam keberhasilan proyek. Faktor kondisi ketidakpastian yang datang dari pemangku kepentingan dapat diidentifikasi menjadi tiga bagian, yaitu dampak atau pengaruh yang ditimbulkan oleh pemangku kepentingan, pengikatan pemangku kepentingan dan keberdayaan psikologis pemangku kepentingan. Data didapatkan dari survei kuesioner yang berasal dari 204 responden sebagai pelaku jasa konstruksi dan dianalisis dengan menggunakan model persamaan struktural (Sructural Equation Modeling atau SEM). Hasil dari penelitian ini adalah melakukan verifikasi terhadap hipotesis yang direkomendasikan. Kondisi pemangku kepentingan yang dapat diidentifikasi menjadi dampak atau pengaruh pemangku kepentingan, pengikatan pemangku kepentingan dan keberdayaan psikologis pemangku kepentingan mempunyai pengaruh positif yang signifikan dalam keberhasilan proyek. PENDAHULUANKondisi pemangku kepentingan mempunyai pengaruh yang besar dalam keberhasilan proyek. Pemangku kepentingan merupakan beberapa kelompok atau individu yang dapat mempengaruhi atau dipengaruhi oleh pencapaian tujuan proyek. Keberhasilan proyek adalah tercapainya tujuan proyek dari sudut pandang pemangku kepentingan terkait yang secara tradisional diukur dari indikator ketepatan biaya, waktu dan kualitas sesuai kesepakatan pihak terkait. Ada suatu kecenderungan yang alamiah dari kelompok pemangku kepentingan untuk mencoba mempengaruhi kondisinya dalam keberhasilan proyek. Pengaruh kondisi atau keadaan pemangku kepentingan dalam mencapai keberhasilan proyek dapat dilihat dari dampak yang ditimbulkan oleh pemangku kepentingan (Nguyen et al., 2009), pengikatan (engagement) yang ada pada pemangku kepentingan (Ayuso et al., 2006) dan keberdayaan psikologis

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Section: Keberhasilan Proyek Konstruksiunclassified

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Chandra¹,

Indarto²,

Wiguna³

et al. 2012

jmk

View full text Add to dashboard Cite

show abstract

“…Even though the last decades have generated a large number of studies, only a small number of articles explored Key Performance Indicators (KPI) and yet a smaller number focused on construction specifically (e.g. Beatham et al 2005;Cox et al 2003;El-Mashaleh et al 2007;Enshassi et al 2009). KPIs are vehicles used to monitor and control organizational performance, promote its merits, and conduct benchmarking.…”

Section: Introductionmentioning

confidence: 99%

Application of Key Performance Indicators in South‐eastern European Construction

Radujković

Vukomanović

Dunović

2010

Journal of Civil Engineering and Management

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Abstract. The importance of performance based benchmarking has become a necessity in a modern construction company and presents a constant challenge for the construction industry. The aim of this paper is to elaborate significance, role and types of Key Performance Indicators (KPI) in the construction industry and show how different management perspectives perceive the indicators. A literature review was carried out in order to generate a listing of KPIs, used among academe and the industry. Afterwards, using surveys and semi-structured interviews, the data was gathered from more than 30 SouthEast European construction companies. Results were analyzed, producing a final set of 37 indicators. This study identified a low level of awareness of KPI models and performance management processes among the companies. Furthermore, the analysis showed a substantial difference in perception of KPIs among investors, consultants and contractors, which consequently led to a compiling list of KPIs. The top ten KPI's are: Quality, Cost, Number of investor interferences, Changes in project support, Time increase, Client satisfaction, Employees' satisfaction, Innovation and learning, Time and Identification of client's interest. The paper concludes with final remarks and guidelines for the implementation of KPIs in practice.

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“…Within the construction industry, benchmarking has already been used to compare projects in order to identify successful projects and the reasons for their success, and the interest in benchmarking is significantly increasing because, through finding examples of superior performance, firms can adjust their policies and practices to improve their own performance (El-Mashaleh et al 2007;Costa et al 2006;Ramirez et al 2004). Table 6 in the appendix compares benchmarking analysis applied to the construction industry, highlighting, per each study, (1) the aim of the research, (2) the method or model described or adopted, (3) the steps of the analysis and highlights, and (4) the data collection and the number of case studies investigated.…”

Section: Benchmarking Analysis In the Literaturementioning

confidence: 99%

A methodology based on benchmarking to learn across megaprojects

Invernizzi

Locatelli

Brookes

2018

IJMPB

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Article:Invernizzi, DC orcid.org/0000-0001-8178-9557, Locatelli, G orcid.org/0000-0001- 9986-2249 and Brookes, N (2018) A methodology based on benchmarking to learn across megaprojects: the case of nuclear decommissioning. International Journal of Managing Projects in Business, 11 (1 ReuseUnless indicated otherwise, fulltext items are protected by copyright with all rights reserved. The copyright exception in section 29 of the Copyright, Designs and Patents Act 1988 allows the making of a single copy solely for the purpose of non-commercial research or private study within the limits of fair dealing. The publisher or other rights-holder may allow further reproduction and re-use of this version -refer to the White Rose Research Online record for this item. Where records identify the publisher as the copyright holder, users can verify any specific terms of use on the publisher's website. The methodology is exemplified in this paper using the case of Nuclear DecommissioningProjects and Programmes (NDPs). Indeed, due to their characteristics, NDPs can be addressed as megaprojects, and are a relevant example for the application of the methodology presented here that collects and investigates the characteristics that mostly impact the performance of (mega)projects, through a continuous learning process.

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Management of Construction Firm Performance Using Benchmarking

Cited by 123 publications

References 10 publications

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Application of Key Performance Indicators in South‐eastern European Construction

A methodology based on benchmarking to learn across megaprojects

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