Improving clients' satisfaction in construction projects: the case of Saudi Arabia
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AbstractAbstract Purpose Clients’ satisfaction is often associated with performance in the construction industry. Organisations that achieve very high ratings of clients’ satisfaction improve their positions in the marketplace. Many clients are often dissatisfied with their project outcomes. Hence, a research study was carried out to examine the ways project managers and/or contractors perceive the subject of clients’ satisfaction. Design/methodology/approach The study applied qualitative research methods and followed the interpretivist paradigm and inductive research approach. A total of 30 interviews were conducted with construction project managers and evaluated by a thematic analysis. Findings The study identified five prominent factors which the project managers perceived to impact on clients’ satisfaction, which are as follows: effective financial management; use of skilled workers; use of advanced technology; customer relation and time management. Other contributors to clients’ satisfaction include effective team leadership, project monitoring, communication and adequate knowledge and skills. Research limitations/implications Data collection was limited to Saudi Arabia, but the general methodology used and some of the findings may be applicable beyond this country. Practical implications The findings provide a more informed basis of attaining greater clients’ satisfaction by contractors, especially within and possibly beyond Saudi Arabia. Also, contractors can directly enquire from clients about their satisfaction following project completion. Originality/value A project manager's perspective and Saudi Arabian orientation of clients’ satisfaction are presented. Also, insight into the multifaceted nature of the factors influencing clients’ satisfaction is provided.
CitationAlshihre, F., Chinyio, E., Nzekwe-Excel, C. and Daniel, E.I. (2020) Improving clients’ satisfaction in construction projects: the case of Saudi Arabia, Built Environment Project and Asset Management, 10 (5), pp. 709-723. https://doi.org/10.1108/BEPAM-12-2019-0140
JournalBuilt Environment Project and Asset Management
DescriptionThis is an accepted manuscript of an article published by Emerald in Built Environment Project and Asset Management on 11/08/2020, available online: https://doi.org/10.1108/BEPAM-12-2019-0140 The accepted version of the publication may differ from the final published version.
SponsorsThis paper is based on the first author's PhD study, which was funded by a studentship that was granted by the Kingdom of Saudi Arabia.The research which informed this paper was funded as a Ph.D. studentship, which was granted to the first author by the Government of Saudi Arabia.
Except where otherwise noted, this item's license is described as https://creativecommons.org/licenses/by-nc-nd/4.0/