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dc.contributor.authorOmotayo, TS
dc.contributor.authorBoateng, P
dc.contributor.authorOsobajo, O
dc.contributor.authorOke, A
dc.contributor.authorObi, LI
dc.date.accessioned2019-11-18T09:56:17Z
dc.date.available2019-11-18T09:56:17Z
dc.date.issued2019-09-12
dc.identifier.citationOmotayo, T., Boateng, P., Osobajo, O., Oke, A. and Obi, L. (2019), "Systems thinking and CMM for continuous improvement in the construction industry", International Journal of Productivity and Performance Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJPPM-11-2018-0417en
dc.identifier.issn1741-0401en
dc.identifier.doi10.1108/IJPPM-11-2018-0417en
dc.identifier.urihttp://hdl.handle.net/2436/622930
dc.description.abstract© 2019, Emerald Publishing Limited. Purpose: The purpose of this paper is to present a capability maturity model (CMM) developed to implement continuous improvement in small and medium scale construction companies (SMSCC) in Nigeria. Design/methodology/approach: A multi-strategy approach involving qualitative studies of SMSCC in Nigeria was conducted. Semi-structured interviews were conducted with purposively selected construction experts in Nigeria to identify variables essential for continuous improvement in SMSCC. Data collected were thematically analysed using NVIVO. Subsequently, a system thinking approach is employed to design and develop the CMM for implementing continuous improvement SMSCC, by exploring possible relationships between the variables established. Findings: CMM provided a five-level approach for the inclusion of investigated variables such as team performance; culture; structure; post-project reviews, financial risk management, waste management policy and cost control. These variables are factors leading to continuous improvement in SMSCC, implementable within a six to seven and a half years’ timeline. Practical implications: The system thinking model revealed cogent archetypes in the form of reinforcing loops that can be applied in developing the performance of SMSCC. Continuous improvement is feasible. However, it takes time to implement. Further longitudinal studies on the cost of implementing continuous improvement through CMM a knowledge transfer project can be initiated. Originality/value: A methodical strategy for enhancing the effectiveness and operations of SMSCC in developing countries can be extracted from the causal loop diagram and the CMM.en
dc.formatapplication/pdfen
dc.languageen
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttps://www.emerald.com/insight/content/doi/10.1108/IJPPM-11-2018-0417/full/htmlen
dc.subjectNigeriaen
dc.subjectcontinuous improvementen
dc.subjectkaizenen
dc.subjectsystems thinkingen
dc.subjectcapability maturity modelen
dc.titleSystems thinking and CMM for continuous improvement in the construction industryen
dc.typeJournal articleen
dc.identifier.journalInternational Journal of Productivity and Performance Managementen
dc.date.updated2019-11-15T16:07:15Z
dc.date.accepted2019-08-05
rioxxterms.funderUniversity of Wolverhamptonen
rioxxterms.identifier.projectUOW18112019LOen
rioxxterms.versionAMen
rioxxterms.licenseref.urihttps://creativecommons.org/licenses/by-nc/4.0/en
rioxxterms.licenseref.startdate2019-11-18en
dc.source.volumeahead-of-print
dc.source.issueahead-of-print
dc.description.versionPublished version
refterms.dateFCD2019-11-18T09:55:32Z
refterms.versionFCDAM
refterms.dateFOA2019-11-18T09:56:18Z


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