Abstract
In the present business landscape, innovative competence is considered as a salient component for the business success, notably in the develo** engineering and construction companies. To assess the extent of innovativeness and adoption of new practices in engineering management in the construction industry. The research adopted a mixed research design in which the data was collected by two tools: questionnaire and a semi-structured interview. The data was collected from 357 individuals who were employed in the construction companies operating in Jordan. Correlation analysis and regression analysis was used to analyze the data collected. Results revealed males made up 67.3% of the study sample and 33.3% were females. Responses showed that internal and external innovative work environment as well as strategic management practices significantly impact the innovative competence of the firm. It also revealed an insignificant impact of the stakeholders on engineering management in the construction sector. Organizations should develop an innovative strategy and identify that enhancing innovation demands both external and internal innovative environment.
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The datasets used and analyzed during the current study are available from the corresponding author on reasonable request.
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Appendices
Appendix: Questionnaire about Assessing Innovation Practices in Engineering Management
Part A: General Questions
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1. Gender
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Male
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Female
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2. Professional work experience
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5 years
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6–10 years
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More than 15 years
Type of organization
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Contracting organization
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Consulting/engineering organization
Part B: Assessment of Innovativeness
Not at all | To a slight degree | To a moderate extent | To a great extend | To a very great extent | |
|---|---|---|---|---|---|
Strategic management | |||||
Establishing SMART objectives | |||||
Establishing a vision which embraces innovation | |||||
Formulating strategies | |||||
Conducting internal audit strength and weakness | |||||
Conducting internal audit opportunities and threats | |||||
Stakeholders’ management | |||||
Identifying stakeholders | |||||
Exploring needs and constraints of stakeholders to projects | |||||
Ensuring effective communication between stakeholders | |||||
Evaluation of the stakeholder satisfaction | |||||
Stakeholder involvement in decision-making | |||||
Internal innovative working environment | |||||
Offer reward and recognition for creative work | |||||
Offer adequate internal conditions for employees with respect to ventilation, services, tools, and lighting. | |||||
Offer innovative culture in the organization | |||||
Employee motivation and job satisfaction | |||||
Open-minded, supportive, and dynamic top management | |||||
External innovative working environment | |||||
Responding to change in customer needs | |||||
Utilization of new technology | |||||
Dealing with social and environmental variables | |||||
Dealing with the economic and political variables | |||||
Collaborate and communicate with competitors | |||||
Engineering management | |||||
Integration management | |||||
Cost management | |||||
Quality management | |||||
Time management | |||||
Scope management |
Semi-Structured Interview Questionnaire
3.1 Name
3.1.1 Position
3.1.2 Experience in the construction field
Question 1: What are the key drivers of innovation in the construction industry?
Question 2: What are the key enablers of innovation in the construction industry?
Question 3: What are the key barriers of innovation in the construction industry?
Question 4: What are the key impacts of innovation in the construction industry?
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Khatatbeh, A. Using a Mixed-methodology to assess innovativeness and adoption of new practices in engineering management in construction industry. Int J Syst Assur Eng Manag 12, 407–418 (2021). https://doi.org/10.1007/s13198-021-01080-4
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DOI: https://doi.org/10.1007/s13198-021-01080-4