The Caliphate State: Advancing Towards the Past, ISIL and the Local Community in Iraq
In: AlMuntaqa, Band 2, Heft 2, S. 114
ISSN: 2616-8073
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In: AlMuntaqa, Band 2, Heft 2, S. 114
ISSN: 2616-8073
The performance of construction firms hinges upon the influence of both external environment and firms' specific factors. A less obvious, and possibly a more critical, line of inquiry is that what are the most significant external contingency factors that influence small and medium (SM) sized contractors' performance in developing countries? Using a dataset comprising 409 participants representing the construction stakeholders in Jordan, the factors that attributed to external contingency factors that impact on SM sized local contractors in Jordan were empirically examined. Findings from the analysis of the data show that all of the main groups of external contingency factors are considered as important factors that having impact on the contractors' performance in Jordan. Client performance was found the most significant group of factors, followed by the consultant performance. Regulations, laws, policies, and high taxes were identified as the most external attributes that impact negatively on the contractors performance. The study findings have implications for management practice and the government as it could help managers and decision makers of construction organisations to acknowledge the influence of external environment as sources of performance differences among contractors. The study contributes to current debate on the causes of performance differentials among small and medium size contractors firms in developing countries.
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The construction industry is widely regarded as one of the most significant interms of its impact on health and safety (H&S). Recent findings suggestthat in developing countries H&S awareness and performance is low. In this paper,the current state of H&S on construction sites in Jordan was explored usinga two-part investigation. The first part introduces the area of research in aliterature based study of on-site safety. The second part is a case study onthe Jordanian construction industry and its current H&S practices. Primary datawas collected from field visits, expert interviews and semi-structuredquestionnaires. Supporting secondary data was collected from archival studiesand related research literature. The research findings highlight a lack of governmentcommitment exemplified by regulations, policies and legal constraints thatlimit the operational efficiency of those government departments responsiblefor H&S management, and hindering the development of good H&S practice.Research results also highlight the key constraints of good H&S practice fromthe perspective of construction contractors.The study concludes with discussion ofpotential solutions toimprove H&S performance on construction sites in Jordan.
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Community participation in municipalities' decisions and long planning processes ensures their full engagement in determining their own developmental needs. Therefore, identifying the challenges for community participation is considered as a crucial aspect for successful governance and service delivery in the local municipalities of governments. The aim of this paper is to identify and assess the challenges to community participation in Gaza Strip municipalities in Palestine. Ten groups of challenges, which comprise 44 factors for community participation in Gaza Strip municipalities were identified from the literature review and modified according to the pilot study. A structured questionnaire survey was employed in this study. Relative Importance Index (RII) was used to determine the ranks of the main groups of challenges and its corresponding factors, followed by a parametric test that is analysis of variance (One-Way ANOVA) to test five developed hypotheses. The findings of this paper revealed that shortage of skills was the most significant challenge group to community participation. The second most significant challenge group was the financial challenges. The third significant group of challenges to community participation was lack of interest and support due to limited support from city council and lack of transparency. The findings revealed agreement among all participants in the most significant challenges for community participation, with one exceptional, where there was disagreement on the rating the main groups of the challenges in terms of the population categories.
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In: Review of European studies: RES, Band 7, Heft 3
ISSN: 1918-7181
In: Journal of construction in developing countries, Band 23, Heft 2, S. 107-127
ISSN: 2180-4222
Background: The COVID-19 pandemic has disrupted routine hospital services globally. This study estimated the total number of adult elective operations that would be cancelled worldwide during the 12 weeks of peak disruption due to COVID-19. Methods: A global expert response study was conducted to elicit projections for the proportion of elective surgery that would be cancelled or postponed during the 12 weeks of peak disruption. A Bayesian β-regression model was used to estimate 12-week cancellation rates for 190 countries. Elective surgical case-mix data, stratified by specialty and indication (surgery for cancer versus benign disease), were determined. This case mix was applied to country-level surgical volumes. The 12-week cancellation rates were then applied to these figures to calculate the total number of cancelled operations. Results: The best estimate was that 28 404 603 operations would be cancelled or postponed during the peak 12 weeks of disruption due to COVID-19 (2 367 050 operations per week). Most would be operations for benign disease (90·2 per cent, 25 638 922 of 28 404 603). The overall 12-week cancellation rate would be 72·3 per cent. Globally, 81·7 per cent of operations for benign conditions (25 638 922 of 31 378 062), 37·7 per cent of cancer operations (2 324 070 of 6 162 311) and 25·4 per cent of elective caesarean sections (441 611 of 1 735 483) would be cancelled or postponed. If countries increased their normal surgical volume by 20 per cent after the pandemic, it would take a median of 45 weeks to clear the backlog of operations resulting from COVID-19 disruption. Conclusion: A very large number of operations will be cancelled or postponed owing to disruption caused by COVID-19. Governments should mitigate against this major burden on patients by developing recovery plans and implementing strategies to restore surgical activity safely.
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