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Performance management in construction: a conceptual framework

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  • Michail Kagioglou
  • Rachel Cooper
  • Ghassan Aouad

Abstract

This paper presents a review of the literature on performance management and measurement in various industries with the aim of transferring best practice into construction. A framework is presented which ensures that effective strategies are deployed to form the performance management system that construction organizations can adopt. The performance measurement process (conceptual) framework (PMPF) adopts the balanced scorecard (BSC) with the addition of a number of elements and perspectives. It rationalizes the relationships between performance measures and goals derived from strategy, so the impact of those measures on an organization's performance can be examined and analysed to indicate potential areas for improvement

Suggested Citation

  • Michail Kagioglou & Rachel Cooper & Ghassan Aouad, 2001. "Performance management in construction: a conceptual framework," Construction Management and Economics, Taylor & Francis Journals, vol. 19(1), pages 85-95, January.
    • Handle: RePEc:taf:conmgt:v:19:y:2001:i:1:p:85-95
    DOI: 10.1080/01446190010003425
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    Citations

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    Cited by:

    1. Xiaer Xiahou & Yuchun Tang & Jingfeng Yuan & Tengyuan Chang & Ping Liu & Qiming Li, 2018. "Evaluating Social Performance of Construction Projects: An Empirical Study," Sustainability, MDPI, vol. 10(7), pages 1-16, July.
    2. Luong Hai Nguyen & Tsunemi Watanabe, 2017. "The Impact of Project Organizational Culture on the Performance of Construction Projects," Sustainability, MDPI, vol. 9(5), pages 1-21, May.
    3. Ilyas AKHISAR, 2014. "Performance Ranking Of Turkish Insurance Companies: The Ahp Application," Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 8(1), pages 27-34, November.
    4. Hamzah E. Alqudah & Mani Poshdar & Luqman Oyewobi & James Olabode Bamidele Rotimi & John Tookey, 2021. "Business Environment, CRM, and Sustainable Performance of Construction Industry in New Zealand: A Linear Regression Model," Sustainability, MDPI, vol. 13(23), pages 1-17, November.
    5. Mohamud Jama Ali & Elegwa Mukulu & John M. Kihoro & Joyce D. Nzulwa, 2016. "Moderating Effect of Firm Size on the Relationship between Functional Integration and Firm Performance," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(9), pages 38-57, September.
    6. Svetlana Besklubova & Xueqing Zhang, 2019. "Improving Construction Productivity by Integrating the Lean Concept and the Clancey Heuristic Model," Sustainability, MDPI, vol. 11(17), pages 1-32, August.
    7. Abdul Morlai Kanu & Ibrahim Sesay, 2016. "The Practice of Performance Measurement in Small and Medium Enterprises: Empirical Evidence from a Developed Economy Perspective," Quarterly Journal of Business Studies, Research Academy of Social Sciences, vol. 2(3), pages 160-173.
    8. Raed Eldejany, 2016. "Dimensional Analysis of Service Quality: Small Construction Business and Australian Household," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(12), pages 1-1, November.
    9. He, Jia & Wu, Jing, 2016. "Doing well by doing good? The case of housing construction quality in China," Regional Science and Urban Economics, Elsevier, vol. 57(C), pages 46-53.
    10. Jonathan Gosling & Mohamed Naim & Denis Towill & Wessam Abouarghoub & Brian Moone, 2015. "Supplier development initiatives and their impact on the consistency of project performance," Construction Management and Economics, Taylor & Francis Journals, vol. 33(5-6), pages 390-403, June.

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