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Buildings
Special Issues
The Power of Knowledge in Enhancing Construction Project Delivery
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The Power of Knowledge in Enhancing Construction Project Delivery

A special issue of Buildings (ISSN 2075-5309). This special issue belongs to the section "Construction Management, and Computers & Digitization".

Deadline for manuscript submissions: 30 November 2024 | Viewed by 1921

Special Issue Editors

Dr. Ghada Gad

E-Mail Website
Guest Editor
Department of Construction Engineering and Management, College of Engineering, California State Polytechnic University, Pomona, CA 91768, USA
Interests: construction engineering and management (specifically contracting methods); procurement strategies; cost forecasting; risk management; quality management; project performance metrics; social aspects of construction projects
Dr. Siddharth Banerjee

E-Mail Website
Guest Editor
Department of Civil Engineering, California State Polytechnic University, Pomona, CA 91768, USA
Interests: knowledge management; data visualization; text analytics; natural language processing; construction project management; construction data; sustainability

Special Issue Information

Dear Colleagues,

The construction industry continuously faces challenges in terms of incorporating knowledge gained from projects to effectively enhance future project outcomes. According to the National Center for Construction Education & Research, more than 40% of the existing construction workforce are expected to retire by the year 2031, leaving a gap in personnel skillset and leadership roles. For example, in the United States, the Departments of Transportation (DOTs) face the ongoing issue of more than 12% personnel turnover per annum, leading to difficulty filling the vacant roles and loss of knowledge. Lessons learned from past projects are not incorporated effectively into the industry’s processes. Such knowledge gaps are also aggravated by the hostility of construction environments, leading to disputes and claims. The total value of construction claims in the United States has more than doubled in recent years, increasing from $18.8 million in 2019 to $37.9 million in 2020. Further, the average dispute has duration of more than 15 months. Thus, knowledge management and organizational knowledge retention are contemporary issues that urgently need to be addressed through multiple angles in order to sustain and improve overall project performance.

The aim of this Special Issue is to provide a platform for researchers and stakeholders to present their latest research on the use of knowledge as a tool (including, but not limited to, advancements in technology, data visualization, artificial intelligence, disputes and claims management, and claim analysis) during all the stages of construction projects—planning, design, procurement, preconstruction, construction, close-out, operations, and maintenance stages. High-quality research articles and reviews are welcome. Papers on, but not limited to, the following topics are welcome:

  • Knowledge management
  • Knowledge extraction
  • Project performance
  • Disputes and claims management
  • KM for effective contract management
  • Claim analysis
  • Advancements in technology
  • Data visualization
  • Artificial intelligence
  • Digital twins

Dr. Ghada Gad
Dr. Siddharth Banerjee
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Buildings is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2600 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • knowledge management
  • knowledge extraction
  • project performance
  • disputes and claims management
  • KM for effective contract management
  • claim analysis
  • advancements in technology
  • data visualization
  • artificial intelligence
  • digital twins

Published Papers (2 papers)

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Research

20 pages, 1023 KiB  
Article
The Impact of Organizational Learning on Organizational Resilience in Construction Projects
by Piaoyi Jiao and Weiwei Bu
Buildings 2024, 14(4), 975; https://doi.org/10.3390/buildings14040975 - 1 Apr 2024
Viewed by 733
Abstract
In an increasingly volatile environment, organizational learning plays a crucial role in helping organizations turn crises into opportunities and enhance organizational resilience. However, the existing research remains unclear on how organizational learning affects the formation of organizational resilience. The aim of this study [...] Read more.
In an increasingly volatile environment, organizational learning plays a crucial role in helping organizations turn crises into opportunities and enhance organizational resilience. However, the existing research remains unclear on how organizational learning affects the formation of organizational resilience. The aim of this study is to explore the pathways by which organizational learning impacts organizational resilience. An in-depth understanding of the learning within project organizations was initially obtained through field research and interviews. This investigation identified two distinct methods of learning within these organizations: acquisitive learning and experimental learning. A significant impact of managerial cognition on the process of organizational learning was also discovered. Subsequently, building upon the existing literature and research, a cognitive measurement scale for project managers was developed and validated through two iterations of questionnaire collection. Lastly, data pertaining to various variables were gathered via designed questionnaires, and a structural equation model was established to explore the interplay between organizational learning, managerial cognition, and organizational resilience. The findings reveal that organizational learning can enrich the cognition of managers, thereby enhancing the resilience of the organization. Managerial cognition plays a mediating role in the relationship between organizational learning and organizational resilience. In practice, it is recommended that organizations attach importance to the establishment of a learning-oriented organizational culture and foster a habit of proactive learning among their members. They should also strengthen the management of internal knowledge resources and pay attention to the iterative refinement of organizational management norms. Full article
(This article belongs to the Special Issue The Power of Knowledge in Enhancing Construction Project Delivery)
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34 pages, 1836 KiB  
Article
Development of a Taxonomy for Causes of Changes in Construction Projects
by Zeynep Birgonul, Cenk Budayan and Kerim Koc
Buildings 2024, 14(1), 278; https://doi.org/10.3390/buildings14010278 - 19 Jan 2024
Viewed by 766
Abstract
Contracting parties in construction projects confront significant challenges due to changes. This is an inherent industry characteristic. Managing changes properly with the help of a taxonomy encompassing many of the causes of changes can have a longitudinal and positive effect on project performance, [...] Read more.
Contracting parties in construction projects confront significant challenges due to changes. This is an inherent industry characteristic. Managing changes properly with the help of a taxonomy encompassing many of the causes of changes can have a longitudinal and positive effect on project performance, knowledge management, and stakeholder management. However, studies to date have failed to propose an in-depth taxonomy for change causes in construction projects. Therefore, a taxonomy for change causes that can be applied to different construction projects has been developed. First, a systematic literature review and desk study sessions were conducted to identify the initial list of the taxonomy components. Six case studies were then analyzed to reveal the change causes of these cases. Based on the extracted change causes from the literature review and case studies, a taxonomy was developed by conducting focus group discussions with six experts. In the next step, the applicability and validity of the refined taxonomy were evaluated through face-to-face interviews. As a result, a taxonomy with a three-level hierarchy was proposed. This taxonomy is divided into three levels with 13 main categories, 50 subcategories, and 52 change causes. The proposed taxonomy is expected to contribute to practice by reducing the frequency of changes through proactive management of potential changes and standardizing knowledge management practices for managing change. Full article
(This article belongs to the Special Issue The Power of Knowledge in Enhancing Construction Project Delivery)
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