Organisational learning has been widely acknowledged as holding the key for companies to survive and prosper and has, in recent years, gained currency in construction management research. Much research centred upon the study of organisational learning as a process, as well as the view and understanding of companies as learning organisations. However, non-construction management researchers have...

Risk management has always impacts in one or more project targets [1,2]. Although many projects are similar, each one is unique and has always specific risks associated with to. In fact, for a company to be successful, it must accomplish a proactive and consistent approach to risk management, during the project life-cycle, to be effective at all organizational levels [1]. Economic downturn expe...

Original scientific paper A new approach for measuring the performance of employees in construction companies is presented. Two different methods are proposed. For employees directly engaged on a project, performance is measured by using different Key Performance Indicators on four different organisation levels. For employees not directly engaged on a project, performance is measured by using R...

Costs not directly attributable to or recoverable from production and sales are often loosely referred to as overhead costs. In construction, some of these result from the organisation structure, size and form of the enterprise, some apply more directly to site operations and some may lie somewhere in between. Overhead costs largely represent the enterprise’s operational capacity, including asp...

Organisational learning has been widely acknowledged as holding the key for companies to survive and prosper and has, in recent years, gained currency in construction management research. Much research centred upon the study of organisational learning as a process, as well as the view and understanding of companies as learning organisations. However, non-construction management researchers have...