Browsing by Author "Windapo AO"

Now showing 1 - 5 of 5
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    A framework for sub-contractor integration in alliance contracts
    (2012) Vilasini N; Neitzert T; Rotimi JOB; Windapo AO
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    Achieving design-stage elemental cost planning accuracy: Case study of New Zealand
    (2017) Adafin J; Rotimi JOB; Wilkinson S; Windapo AO
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    Contemporary issues in building collapse and its implications for sustainable development
    (2012) Windapo AO; Rotimi JO
    This paper examines contemporary issues in building collapse and its implications for sustainable development in Nigeria. It explores whether the approach to construction by industry stakeholders is in line with the principles of sustainable development following the spate of building collapses in Nigeria. The rationale for the investigation stems from the view by scholars that construction industry stakeholders' do not seem to consider the future in their current activities. The study establishes that the approach to construction by industry stakeholders do not match sustainable principles, and contributes to general under perforxmance of buildings. The paper recommends an overhaul of planning and implementation policies for building development regulations (e.g., building codes). The Nigerian government, as a major construction stakeholder should initiate sustainable construction measures and enforce this as best practice for the construction industry.
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    Organisational performance, resources and capabilities: The mediating role of competitive strategies
    (Massey University, 2019) Oyewobi LO; Windapo AO; Jimoh RA; Rotimi JOB
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    Performance, resources and capabilities of construction organisations: The mediating role of competitive strategies
    (Auckland University of Technology, 1/01/2019) Oyewobi LO; Windapo AO; Jimoh RA; Rotimi JOB
    This study examines the relationships between competitive strategies, resources/capabilities and organisational performance in construction organisations. The main objective is to establish the mediating role of competitive strategies on the strength of relationship between resources, capabilities and performance of large construction business organisations in South Africa. A survey instrument was administered to Grades 7, 8 and 9 construction organisations listed in the Construction Industry Development Board (cidb) database. 72 usable questionnaires were analysed using descriptive statistics and correlations. The results show that organisational resources and capabilities do not exert a direct impact on performance of construction organisations, but technological resources showed significant relationship, when mediated by competitive strategy. This implies that performance of large construction organisations is contingent upon their competitive strategies and organisational capabilities, for them to achieve performance excellence. Furthermore, differentiation strategy influences an organisations’ financial performance negatively whereas cost-leadership strategy has a positive impact. It provides empirical evidence on the relationship between competitive strategy and organisational resources/capabilities in a new setting.