Abstract
This paper identifies 20 critical success factors (CSFs) of innovation in China’s construction projects through literature review, a case study and expert interviews. Integrated Structural Modeling (ISM) and MICMAC (Impact Matrix Cross-reference Multiplication Applied to a Classification) analysis were used to hierarchically structure CSFs as well as to analyze their inter-relationships. The dependence and driver power of each factor were also analyzed. By doing this, this paper presents structural clarity and establishes a hierarchical order for prioritization for the decision-making. The findings show that most of the CSFs (19 out of 20) have strong inter-relationships. According to the law of vital few and trivial many, 80% of effects come from 20% of the causes for many events. This paper suggests that intensive effort should focus on the root source of CSFs: owner’s involvement and leadership, top management commitment, and strategic importance of the innovation project. Besides, external support, which is beyond the innovation project network, plays an important role in the success of innovation in China’s construction projects.
Highlights
At present, China is in a rapid development period of industrialization, modernization, and urbanization
Factors 13, 14, 15, 19 each have a driver power of 17 or more, as perceived by experts. These factors appearing at the bottom two levels of the digraph derived from Integrated Structural Modeling (ISM) act as the root source of critical success factors for the innovation in China’s construction projects
This paper identifies 20 critical success factors (CSFs) for innovation in China’s construction projects through literature review, a case study and expert interviews
Summary
China is in a rapid development period of industrialization, modernization, and urbanization. The definition provided by Slaughter (1998) is broadly accepted by participants and academics (Blayse, Manley 2004). She defines innovation as the “actual use of a nontrivial change and improvement in a process, product, or system that is novel to the institution developing the change” (Slaughter 1998, 2000). Blayse and Manley (2004) claim that tighter “couplings” among firms and individuals involved in construction projects are likely to be more supportive of innovation. Projects that have already been embarked upon or are coming should take advantage of it to accelerate excellence in performance
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