Fig. 1
Fig. 2
Reliability analysis of the attributes selected for this study
| Cronbach’s alpha | No. of items |
|---|---|
| 0.87 | 19 |
Selected variables for the current study
| Selected variables for the current study | References |
|---|---|
| Urgency emphasised by the owner while issuing the tender, customer/client satisfaction, inadequate project formulation in the beginning | Chancellor and Abbott (2015), Aziz and Hafez (2013) and Dixit (2018) |
| Scope clarity of the project, the exceptional difference between client and architect | Dixit (2018), Sezer and Bröchner (2014) and Dixit et al. (2019a) |
| Coordination between all stakeholders, contractual disputes, design capability and frequent design changes | Jarkas et al. (2012), Afifi et al. (2016) and Lim and Alum (1995) |
| Developing and maintaining a short and informal line of communication, human resource and a labour strike, ability to delegate authority, rework | Sezer and Bröchner (2014), Dixit et al. (2019a) and Jarkas et al. (2012) |
| Timely payment of completed works, site clearance/availability, cost, quality, supply chain | Afifi et al. (2016), Lim and Alum (1995) and Assefa Tsehayae et al. (2016) |
| Social skills of key team managers, interpersonal skills, climate conditions, social environment, political and economic environments | Assefa Tsehayae et al. (2016), Ma and Liu (2014) and Abdul Kadir et al. (2005) |
| Willingness to adopt change, claim geniuses, conflict of interests among team members, ability to handle the crisis by the project managers, availability of training and development for enhancing skills | Abdul Kadir et al. (2005), Ma et al. (2016) and Ok and Sinha (2006) |
Relative importance index (RII) of attributes of management practice affecting construction productivity
| Rank | Total responses | Total score | RII | Attribute name |
|---|---|---|---|---|
| 1 | 105 | 476 | 0.91 | Coordination between all stakeholders |
| 2 | 105 | 470 | 0.90 | Ability to handle the crisis by the project managers |
| 3 | 105 | 462 | 0.88 | Social skills of key team managers |
| 4 | 105 | 458 | 0.87 | Timely payment of completed works |
| 5 | 105 | 455 | 0.87 | Design capability and frequent design changes |
| 6 | 105 | 442 | 0.84 | Contractual disputes |
| 7 | 105 | 420 | 0.80 | Availability of training and development for enhancing skills |
| 8 | 105 | 418 | 0.80 | Conflict of interests among team members |
| 9 | 105 | 410 | 0.78 | Scope clarity of the project |
| 10 | 105 | 387 | 0.74 | Exceptional difference between client and architect |