Mapping and Examining the Subcontracting Process Adopted by Iraqi Quasi-Governmental Construction Companies

  • Authors

    • Taha S. A. Al-Obaidi
    • Anthony Higham
    2018-11-28
    https://doi.org/10.14419/ijet.v7i4.20.26136
  • business process, Iraqi QGCCs, process mapping, subcontracting process.

  • In today’s dynamic business environment, a process view has become a mandatory requirement for any organization striving to excel and stay ahead of the competition. By focusing on improving operational processes, organizations can enhance their overall performance and establish a robust competitive advantage through cost and time reduction alongside increasing the quality of products. With a view of improving the performance of Iraqi Quasi-Governmental Construction Companies (IQGCCs) through instituting the process view. This research, particularly, was designed to map examine the subcontracting process currently in use by IQGCCs. To achieve this aim, three of IQGCCs were selected as case studies to collect the required data. Semi-structured interviews with experts from different management levels of these companies supported by document review and focus groups were the key techniques employed to gather and validate the field data. Four factors, namely: government restrictions, authority distributions, management system and communication system, were identified as the key underpinning causes of the current challenges and barriers to efficiency in the subcontracting process. Accordingly, more studies to improve the efficiency of the current subcontracting process are extremely required.

     

  • References

    1. [1] Acemoglu, D., Aghion, P., Lelarge, C., Van Reenen, J. & Zilibotti, F. (2007). Technology, information, and the decentralization of the firm. Quarterly Journal of Economics, 122(4), 1759-1799.

      [2] Aguilar-Saven, R. S. (2004). Business process modelling: Review and framework. International Journal of production economics, 90(2), 129-149.

      [3] Al-Ajam, M. (2008). Integrating collaborative extranets with project integrate databases to improve the construction tender stage. (Unpublished PhD Thesis), University of Salford, Salford.

      [4] Al-Atawi, S. (2005). An ICT framework to improve the tendering process in the governmental construction sector in the Kingdom of Saudi Arabia. (Unpublished PhD thesis). University of Salford, Salford.

      [5] Al-Obaidi, T. (2018). A transformational organisational for improving Iraqi quasi-governmental construction companies’ performance. (Unpublished PhD Thesis), University of Salford, Salford.

      [6] Al-Obaidi, T., & Higham, A. (2017). Examining and mapping the bidding process of Iraqi quasi-governmental construction companies. Paper presented at the 13th International Postgraduate Research Conference, Salford, Uk.

      [7] Alshawi, M. (2007). Rethinking IT in construction and engineering: Organisational readiness. London: Taylor & Francis.

      [8] Amaratunga, D., Haigh, R., & Baldry, D. (2005). Structured process improvements in facilities management organisations: best practice case studies in the retail sector. In 11th Joint CIB International Symposium - Combining Forces - Advancing Facilities Management and Construction through Innovation. Retrieved from http://usir.salford.ac.uk/9922/.

      [9] Aouad, G., Wu, S., Lee, A., & Onyenobi, T. (2013). Computer aided design guide for architecture, engineering and construction. London: Spon Press.

      [10] Asquith, P. (2017). Better, faster and cheaper?. Retrieved 31 May 2017 from https://www.realysgroup.com/2017/04/10/better-faster-and-cheape

      [11] Banner, D., & GagneÌ, T. (1995). Designing effective organizations: Traditional and transformational views. California: Sage.

      [12] Bernstein, B., & Singh, P. (2006). An integrated innovation process model based on practices of Australian biotechnology firms. Technovation, 26(5), 561-572.

      [13] Brocke, J., & Rosemann, M. (2015). Handbook on business process management 1: Introduction, methods, and information systems. (2nd. Ed.). New York: Springer Science.

      [14] Cooke, B., & Williams, P. (2009). Construction planning, programming and control. (3rd Ed.). UK: Wiley-Blackwell.

      [15] Cooper, R., Aouad, G., Lee, A., Wu, S., Fleming, A., & Kagioglou, A. (2005). Process management in design and construction. Oxford: Wiley-Blackwell.

      [16] Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A (2013). Fundamentals of business process management. New York: Springer Heidelberg.

      [17] Ekung, S., Adeniran, L., & Adu, E. (2014). Appraisal of process mapping in heavy engineering projects: a case of Nigeria East-West Coastal Highway. International Letters of Natural Sciences, 20, 17-27.

      [18] Gerring, J. (2008). Case study research: principles and practices. Cambridge: Cambridge University Press.

      [19] Glavan, L. M., & Vuksic, V. B. (2017). Examining the impact of business process orientation on organizational performance: the case of Croatia. Croatian Operational Research Review CORR, 8(1), 13.

      [20] Graetz, F. & Smith A. (2009). Duality theory and organizing forms in change management. Journal of Change Management, 9(1), 9–25.

      [21] Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. New York: Harper Business.

      [22] Harris, F., McCaffer, R., & Edum-Fotwe, F. (2013). Modern construction management. (7th Ed.). UK: Wiley-Blakwell.

      [23] Holden, R. K. (2016). Negotiating with backbone: Eight sales strategies to defend your price and value. New Jersey: Pearson Education.

      [24] Holt, G., Love, P., & Jawahar Nesan, L. (2000). Employee empowerment in construction: an implementation model for process improvement. Team Performance Management: An International Journal, 6(3/4), 47-51.

      [25] IPMO (2015). Reconstruction of Iraqi state-owned enterprises: the reality... vision toward reforming. Iraqi Prime Minister Office.

      [26] Jeong, K. S., Siriwardena, M. L., Amaratunga, R. D. G., Haigh, R. P., & Kagioglou, M. (2004). Structured process improvement for construction enterprises (SPICE) level 3: establishing a management infrastructure to facilitate process improvement at an organisational level. Retrived from http://usir.salford.ac.uk/9965/1/280_Jeong_KSStructured_Process_Improvement.pdf.

      [27] Kohl, K. (2016). Becoming a Sustainable Organization: A Project and Portfolio Management Approach. Boca Raton: Taylor & Francis Gro.

      [28] Koskela, L. (1995). On foundations of construction process modelling. In CIB Workshop on Computers and Information in Construction. Stanford, California.

      [29] Ladeira, M. B., Resende, P. T. V. D., Oliveira, M. P. V. D., McCormack, K., Sousa, P. R. D., & Ferreira, R. L. (2016). The effects of analytical and business process orientation approaches on the performance of small and medium industrial and service enterprises in Brazil. Gestão & Produção, 23(3), 486-502.

      [30] Lee, D., Song, Y. & Choi, Y. (2007). Continuous improvement plan of business process in construction company. Proc. Conf. of IGLC-15, Michigan, USA. Retrieved from http://wenku.baidu.com/view/155bbc21bcd126fff7050bd2.html?from=related.

      [31] Loudon, D., & Carter, T. (2014). Many thin companies: The change in customer dealings and managers since September 11, 2001. London: Routledge.

      [32] Macheridis, N., & Nilsson, C. (2006). Management of multi-projects in a process oriented organization. Working Paper Series from Lund University, Institute of Economic Research. Retrieved from http://www.kunskapspartner.se/wpcontent/uploads/2012/02/Mgmt-of-multi projects_2006.pdf.

      [33] Malega, P., & Bialkova, D. (2012). Process management and process maps–trend in management of advanced businesses-review article. International Journal of Advances in Management and Economics, 1(5), 105-109.

      [34] Marrelli, A. (2005). The performance technologist’s toolbox: process mapping. Performance Improvement, 44(5), 40-44.

      [35] McCormack, K. (2007). Introduction to the theory of business process orientation. In K. McCormack (Ed.), Business process maturity. Theory and application (pp. 1–18). South Carolina: Booksurge Publishing.

      [36] Oakland, J. (2014). Total quality management and operational excellence: text with cases. (4th Ed.). New York: Routledge.

      [37] Olson, E. M., Slater, S. F., & Hult, G. T. M. (2005). The performance implications of fit among business strategy, marketing organization structure, and strategic behavior. Journal of marketing, 69(3), 49-65.

      [38] Palmberg, K. (2009). Exploring process management: Are there any widespread models and definitions? The TQM Journal, 21(2), 203–215.

      [39] Pink, D. (2011). Drive: The surprising truth about what motivates us. (3rd Ed.). London: Penguin Publishing Group.

      [40] Porter, E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.

      [41] Ryan, R. M., & Deci, E. L. (2006). Selfâ€regulation and the problem of human autonomy: does psychology need choice, selfâ€determination, and will?. Journal of personality, 74(6), 1557-1586.

      [42] Schmidt, J., & Lyle, D. (2010). Lean integration: An integration factory approach to business agility. London: Pearson Education.

      [43] Shtub, A., & Karni, R. (2010). ERP: the dynamics of supply chain and process management. (2nd. Ed.). New York: Springer Science & Business Media.

      [44] Sivusuo, J., & Takala, J. (2016). Management changes in MRO business through product lifecycle. Management and Production Engineering Review, 7(3), 87-93.

      [45] Skrinjar, R., Bosilj Vuksic, V., & Indihar-Stemberger, M. (2010). Adoption of business process orientation practices: Slovenian and Croatian survey. Business System Research, 1(1-2), 5-19.

      [46] Stolzer, A., Halford, C., & Goglia, J. (2011). Implement safety management systems in aviation. England: Ashgate Publishing Limited.

      [47] Sungau, J., Ndunguru, P., & Kimeme,J. (2013). Business process re-engineering: the technique to improve delivering speed of service industry in Tanzania. Independent Journal of Management & production (IJM&P), 4(1), 208-227.

      [48] Sweet, J., & Schneier, M. M. (2013). Legal aspects of architecture, engineering and the construction process. (9th Ed.). Stamford: Cengage Learning.

      [49] Tang, J., Pee, L., & Iijima, J., (2013). Investigating the effects of business process orientation on organizational innovation performance. Information & Management, 50 (2013) 650–660.

      [50] Trkman, P., Mertens, W., Viaene, S., & Gemmel, P. (2015). From business process management to customer process management. Business process management journal, 21(2), 250-266.

      [51] Vom Brocke, J., & Rosemann, M. (2015). Handbook on business process management 1: Introduction, Methods, and Information Systems. (2nd Ed.). London: Springer.

      [52] Weske, M. (2012). Business process management: Concepts, languages, architectures. (2nd Ed.). New York: Springer.

      [53] Wing, J. (2013). Musings on Iraq: Problems reforming Iraq’s state owned enterprises. Retrieved 7 May 2018 from http://musingsoniraq.blogspot.co.uk/2013/03/problems- reforming-iraqs-state-owned.html.

      [54] Wu, H., & Ying, J. (2004). How can process help CSCW?. In Computer Supported Cooperative Work in Design, 2004. Proceedings. The 8th International Conference on (Vol. 2, pp. 302-306). IEEE.

      [55] Yang, S. B., & Ok Choi, S. (2009). Employee empowerment and team performance: Autonomy, responsibility, information, and creativity. Team Performance Management: An International Journal, 15(5/6), 289-301.

      [56] Yin, R. (2014). Case study research: Design and methods. (5th Ed.). London: Sage Publication.

      [57] Zairi, M. (2011). Benchmarking for best practice: Continuous learning through sustainable innovation. New York: Routledge.

  • Downloads

  • How to Cite

    S. A. Al-Obaidi, T., & Higham, A. (2018). Mapping and Examining the Subcontracting Process Adopted by Iraqi Quasi-Governmental Construction Companies. International Journal of Engineering & Technology, 7(4.20), 364-371. https://doi.org/10.14419/ijet.v7i4.20.26136