Prediction of Client Support on Contractor Performance as a Critical Success Factor

Abstract

The aim of this study was to assess the influence of client support on performance of contractors within the road construction industry in Kenya. The study adopted descriptive survey research design and correlation research design. The target population was 156 selected from road contractors, engineers working in road authorities, technical auditors and consultants in the road sector. Stratified and proportionate sampling techniques were employed in coming up with a sample size of 62 respondents drawn from a target population of 156. From the simple linear regression conducted, the findings revealed that client support influences the performance of contractors in the road construction sector. Thus, we recommend that client support is highly needed to avoid issues such as delayed payment that would adversely affect performance of contractors in the road construction industry. This will subsequently lead to timely completion of roads, achieving cost effective and quality road projects.

An investigation of how stakeholders influence construction project performance: a small and medium sized contractor’s perspective in the Jordanian construction industry

“…Adding further to previous project performance research, our findings also show that client-related factors do not have a moderating effect on the relationship between contractors' management capabilities and their technical capabilities and project performance. This indicates that there is a limited collaboration between the client and small and medium contractors in Jordan, despite other research in developing countries confirming clientcontractor collaboration is critical for project success (Jagtap and Kamble, 2020;Onubi et al, 2020;Matu et al, 2021). This may be related to the weak contractor-client relationships in Jordan and/or the absence of appropriate stakeholder relationship management systems (Abu-Reishah and Hiyassat, 2021).…”

“…These include project health and safety performance (Osei-Asibey et al, 2021); time performance (Ibironke et al, 2013); cost performance (Sweis et al, 2014); sustainability performance (Jagtap and Kamble, 2020); innovation performance (Loosemore and Richard, 2015); client support (Matu et al, 2021); and more recently social performance (Loosemore et al, 2022). Client-related factors found to influence project performance in these areas include client decision-making timeliness; change order frequency and processes; risk attitudes; commitment to corporate social responsibility; attitudes towards competition; and communications with contractors (Matu et al, 2021;Jagtap and Kamble, 2020;Do et al, 2022). In developing countries like Jordan, payment delays by clients have also been identified as an especially significant problem for small-…”

“…to-medium-sized contractors (Matu et al, 2021;Hiyassat et al, 2022). Furthermore, clients in developing countries have been found to have relatively closer relationships with project teams and more enforcement capacity, which is exercised through their power and authority imbedded in those relationships and the social capital this provides (Lizarralde et al, 2013).…”

“…Contractor management capabilities refers to a contractor's style of organisational management, including supply change and risk management and decision-making strategies, and their ability to deploy, organise and utilise resources and expertise to deliver projects on time, within cost and to the required quality (Doloi et al, 2011;Rashvand et al, 2015;Acheamfour et al, 2019;Abedin et al, 2021;Kasabreh and Tarawneh, 2021;El-Sayegh et al, 2021). Contractor technical capabilities resources and processes refer to how effectively a firm's tangible and intangible assets (physical, financial, human, organisational, processes, reputational and technological) which together indicate the contractor's strength in the market in terms of their capacity to carry out projects (Doloi et al, 2011, Fonseka et al, 2014Enriquez De La O, 2015;Rashvand et al, 2015;Khoso and Yusof, 2020;Abedin et al, 2021;El-Sayegh et al, 2021;Matu et al, 2021;Kasabreh and Tarawneh, 2021).…”

The Impact of Contracts Administration on the Performance of Road Construction Projects in Uganda: A Literature Gap

“…A considerable number of researchers have addressed the causes of the poor performance of road construction projects through their studies. Several studies have observed the effect of contractors' safety, variation order, contractor monitoring, contract management practices, risk management strategies, delays in land acquisition, procurement strategies, teamwork approach, stakeholder analysis, stakeholder involvement, and contractor's financial capacity on the performance of road construction projects (Matu, Gatotoh and Mushori, 2021;Chalchissa, 2021;Byaruhanga and Basheka, 2017;Banyenzaki, 2015;Kirira, 2019;Elong, Muhwezi and Acai, 2019;Dagba and Dagba, 2019;Waweru, 2018;Mandala, 2018;Akali, Sakaja and Shitsukane, 2018). However, the impact of contract administration on the performance of road construction projects has been given little attention.…”