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|Title: ||Building a conceptual framework for measuring business performance in construction: An empirical evaluation|
|Authors: ||Bassioni, Hesham A.|
Price, Andrew D.F.
Hassan, Tarek M.
|Keywords: ||Balanced scorecard|
|Issue Date: ||2005|
|Publisher: ||© Taylor & Francis (Routledge)|
|Citation: ||BASSIONI, H.A., PRICE, A.D.F. and HASSAN, T.M., 2005. Building a conceptual framework for measuring business performance in construction: An empirical evaluation. Construction Management and Economics, 23 (5), pp. 495 - 507.|
|Abstract: ||The importance of business performance measurement across industries has elevated in the last decade in what has been described as a revolution. Meanwhile, the construction industry has been criticised for its underperformance and the Latham and Egan reports emphasized the need for performance improvement and measurement. Companies have had to face the dilemma of choosing among different performance measurement frameworks. Hence, a need has been identified for a comprehensive framework. The aim of this research is to fulfil this need by building a conceptual framework for measuring the business performance of construction organizations. The framework had been formulated in previous research upon the principles of the Balanced Scorecard and Business Excellence Models. The research attempts to empirically evaluate and revise the framework through a series of expert interviews and case studies. In addition, empirical feedback has been used to: express the revised framework in a more communicative form, illustrate how business performance can be measured; and highlight the differences between the proposed framework and contemporary performance frameworks.|
|Description: ||Closed access.|
|Publisher Link: ||http://dx.doi.org/10.1080/0144619042000301401|
|Appears in Collections:||Closed Access (Architecture, Building and Civil Engineering)|
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