Author:
Tripathi Kamalendra Kumar,Jha Kumar Neeraj
Abstract
Purpose
The purpose of this paper is to evaluate and rank the success attributes and success factors of the construction organisations.
Design/methodology/approach
The viewpoints of the experts engaged in Indian construction industry were used to apply factor analysis and fuzzy preference relation with the help of a questionnaire survey.
Findings
The findings indicate that project factor is the most important factor, whereas favourable market and marketing team is the least important factor. Among the success attributes, the availability of qualified staff is the most important attribute, and health and safety management plan is the least important attribute.
Research limitations/implications
Findings of this study are based on the viewpoint of the experts of construction organisations engaged in building projects in India.
Practical implications
The study can be used as a yardstick for the top management of construction organisations to manage their resources efficiently and to develop a strategy to be successful in this business.
Social implications
Indian construction industry provides direct and indirect employment to the people of India. Hence, the success of construction organisation will contribute to the development of the society and ultimately the nation.
Originality/value
In the earlier studies, researchers have used various statistical tools to identify and evaluate the alternatives for the success factors of construction organisations, but very few of them have tried to assign weights to those alternatives. The simple ranking of alternatives using various statistical analyses, such as mean and standard deviation, relative importance index, etc., is not much useful unless their relative weights are known. With the help of the present study, the authors have tried to overcome the shortcomings of the previous research works.
Subject
General Business, Management and Accounting,Building and Construction,Architecture,Civil and Structural Engineering
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