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Abudayyeh, O (2003) Undergraduate Research Mentoring Model in Construction Engineering and Management. Journal of Construction Engineering and Management, 129(01), 65–69.

Bakatjan, S, Arikan, M and Tiong, R L K (2003) Optimal Capital Structure Model for BOT Power Projects in Turkey. Journal of Construction Engineering and Management, 129(01), 89–97.

Cheng, M and Tsai, M (2003) Reengineering of Construction Management Process. Journal of Construction Engineering and Management, 129(01), 105–14.

Cheng, M, Su, C and You, H (2003) Optimal Project Organizational Structure for Construction Management. Journal of Construction Engineering and Management, 129(01), 70–79.

Colwell, D A F and Ariaratnam, S T (2003) Evaluation of High-Density Polyethylene Pipe Installed Using Horizontal Directional Drilling. Journal of Construction Engineering and Management, 129(01), 47–55.

Gambatese, J A (2003) Controlled Concrete Demolition Using Expansive Cracking Agents. Journal of Construction Engineering and Management, 129(01), 98–104.

Ho, S P and Liu, L Y (2003) How to Evaluate and Invest in Emerging A/E/C Technologies under Uncertainty. Journal of Construction Engineering and Management, 129(01), 16–24.

Lee, J, Lorenc, S J and Bernold, L E (2003) Comparative Performance Evaluation of Tele-Operated Pipe Laying. Journal of Construction Engineering and Management, 129(01), 32–40.

Mattila, K G and Park, A (2003) Comparison of Linear Scheduling Model and Repetitive Scheduling Method. Journal of Construction Engineering and Management, 129(01), 56–64.

Minchin, R E and Thomas, H R (2003) Validation of Vibration-Based Onboard Asphalt Density Measuring System. Journal of Construction Engineering and Management, 129(01), 1–7.

Mohamed, S (2003) Scorecard Approach to Benchmarking Organizational Safety Culture in Construction. Journal of Construction Engineering and Management, 129(01), 80–88.

  • Type: Journal Article
  • Keywords: Safety; Construction; Bench marks; Organizations; construction industry; safety; management; civil engineering;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2003)129:1(80)
  • Abstract:
    This paper promotes adopting the balanced scorecard tool to benchmark organizational safety culture in construction. It argues that this tool has the potential to provide a medium to translate the organization’s safety policy into a clear set of goals across four perspectives: management, operational, customer, and learning. These goals are then further translated into a system of performance measures that could effectively communicate a powerful strategic focus on safety to the entire organization. Four perspectives have been developed to represent all stakeholders, thereby ensuring that a holistic view of safety is used for strategic reflection and implementation. The paper argues that by selecting and evaluating the appropriate measures, in each perspective, requirements can be identified, and actions to the identified goals can be aligned and facilitated. The proposed balanced scorecard approach should therefore enable construction organizations to pursue incremental safety performance improvements. Work-in-progress is briefly reported to give insight into the potential applicability of this approach.

Park, K, Hwang, Y, Seo, S and Seo, H (2003) Quantitative Assessment of Environmental Impacts on Life Cycle of Highways. Journal of Construction Engineering and Management, 129(01), 25–31.

Pavitt, T C and Gibb, A G F (2003) Interface Management within Construction: In Particular, Building Facade. Journal of Construction Engineering and Management, 129(01), 8–15.

Rojas, E M and Aramvareekul, P (2003) Is Construction Labor Productivity Really Declining?. Journal of Construction Engineering and Management, 129(01), 41–46.