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Cuervo, J C and Pheng, L S (2003) Significance of location factors for Singapore transnational construction corporations. Engineering, Construction and Architectural Management, 10(05), 342–53.

Fernie, S, Green, S D and Weller, S J (2003) Dilettantes, discipline and discourse: requirements management for construction. Engineering, Construction and Architectural Management, 10(05), 354–67.

Hughes, W (2003) A comparison of two editions of the RIBA Plan of Work. Engineering, Construction and Architectural Management, 10(05), 302–11.

Ruthankoon, R and Ogunlana, S O (2003) Testing Hertzberg's two-factor theory in the Thai construction industry. Engineering, Construction and Architectural Management, 10(05), 333–41.

Singh, A (2003) Accelerated work-schedule design considering efficiency losses for overtime and overmanning. Engineering, Construction and Architectural Management, 10(05), 312–21.

Xiao, H and Proverbs, D (2003) Factors influencing contractors performance: an international investigation. Engineering, Construction and Architectural Management, 10(05), 322–32.

  • Type: Journal Article
  • Keywords: contract workers; subcontracting; construction works; performance monitoring; multiple regression analysis
  • ISBN/ISSN: 0969-9988
  • URL: http://titania.emeraldinsight.com/vl=1289930/cl=13/nw=1/rpsv/cw/mcb/09699988/v10n5/s3/p322
  • Abstract:
    International comparisons of contractor performance can provide robust benchmarks for contractors in different countries and help to identify ways towards performance improvement. Based on a hypothetical construction project, overall contractor performance (OCP) in Japan, the UK and the USA is compared. Overall contractor performance is defined to embrace construction cost, construction time, construction quality and sustainable development, the philosophy being that the achievement of one aspect of performance should not be at the expense of another. Multiple regression analysis reveals that overall contractor performance is dependent on: their past performance on previous similar projects; their commitment towards lifetime employment; their perceived importance of time performance; their relationship with subcontractors; and the number of design variations during construction. To improve their overall performance, contractors are advised to focus on construction time, reduce delays, maintain a stable workforce and establish partnerships with their subcontractors. Clients should attempt to reduce design variations during construction.