Florence Yean Yng Ling’s research while affiliated with National University of Singapore and other places

Purpose This study aims to explore the relationship between facilities managers’ human values, organizational pride and work outcomes, with the aim of discovering ways to boost their work outcomes. Design/methodology/approach A two-pronged research design comprising an online survey followed by in-depth interviews was adopted. Partial least square structural equation modeling (PLS-SEM) was used to model the data. Findings All 18 human values and 7 organizational pride emotions are present to a significant extent in facilities managers. The PLS-SEM showed that human values positively affect work outcomes of facilities managers significantly. In addition, work outcomes are further boosted when organizational pride is present. Research limitations/implications The degree of human values that an individual possesses may not be easily measured using a five-point Likert scale as there might be social desirability bias. Practical implications The implication is that organizations should select and hire facilities managers with high human values and introduce programs and initiatives to improve facilities managers’ organizational pride as these lead to higher work outcomes. Some recommendations on how to achieve these are provided. Originality/value The findings extend existing knowledge by empirically showing the mediating influence of organizational pride on the relationship between human values and facilities managers’ work outcomes. When organizational pride is present, work outcomes of facilities managers is boosted.

Purpose Generation Z built environment (BE) undergraduates and graduates (Zoomers) are the latest cohort entering the job market. Existing research has yet to comprehensively explore approaches for attracting and engaging Zoomer employees within the BE sector. This study aims to identify effective strategies for recruiting and retaining Zoomers in the BE sector. Design/methodology/approach A mixed-methods research design comprising survey and interviews with Zoomers was employed. Data were collected from Zoomers via an online survey using a structured questionnaire and interviews. Findings The first finding, job flexibility, is the most important job motivator. Zoomers seek hybrid work arrangements, and a mix of fieldwork and desk bound work. The second finding, “earned media” (and not “owned media”), is an important way to attract Zoomers. As savvy digital natives, Zoomers rely on reviews about the organization posted on independent online platforms or employees’ own social media accounts. The third finding is the diminishing role of family in Zoomers’ decision-making about their careers. Research limitations/implications The findings are limited to Zoomers’ views about recruitment and retention within the BE sector. Practical implications Recommendations are offered to organizations on strategic job redesign and increasing “earned media” to attract Zoomers. Originality/value The findings contribute to understanding Zoomers’ approach to recruitment and retention based on Herzberg’s motivation-hygiene theory. Herzberg’s hygiene factors, which are essential benefits such as salary and career progression, remain important. The novel finding is the discovery of specific human resource (HR) practices that Zoomers consider to be hygiene factors, whereas older generations view them as “good-to-have” motivators. This underscores the intergenerational divergence in attitudes towards recruitment and retention in the BE sector.

Megaprojects need to be developed in a socially responsible manner as they may otherwise, like some mega water transfer (MWT) projects, cause ecological damage, environmental pollution, labor conflict, and other problems. Socially responsible collective action (SRCA) can be measured through intentions to take collective action (internal driving mechanisms) and behaviors to engage in collective action (external driving mechanisms). This research aims to develop and validate a network governance model to explore how SRCA, in the context of MWT projects, is enhanced. Data were collected from 365 respondents involved in MWT projects via an online survey. System dynamics (SD) was used to establish the system flow diagram model. Thereafter, Vensim PLE software was used to perform simulation and sensitivity analyses of the model. The results demonstrate that the network governance model explains how to enhance the SRCA of stakeholders in MWT projects. The main findings indicate that external driving mechanisms positively impact the SRCA during the entire project lifecycle, with values fluctuating around the initial level from the early to the mid-late stages, with small fluctuation. Internal driving mechanisms also positively impact SRCA, with values continuously increasing from the early to the mid-late stage.

To what extent does a firm’s digital readiness influence its competence in implementing digital initiatives? This study employs a deep-learning-based dual-stage approach using Partial Least Squares Structural Equation Modelling (PLS-SEM) and Artificial Neural Network (ANN) to demonstrate and quantify this relationship. Data were sourced from a questionnaire survey involving 428 architecture, engineering and construction (AEC) firms in New Zealand. The PLS-SEM analysis confirmed the positive correlation between the digital readiness of an organization and its competence towards seven types of DT, including immersive technologies, sensing technology, robotics, 3D printing, digital fabrication, artificial intelligence and big data. The ANN analysis further quantified the importance of the investigated readiness indicators in influencing digital competence. The results highlighted four most significant readiness attributes influencing the digital competence of AEC firms: (1) organizational culture, (2) perception of the leadership team, (3) hardware & software systems and (4) strategy plans. The findings can serve as a baseline for developing effective change management strategies and contribute to reducing the digital divide within AEC organizations, facilitating the effectiveness of organizational digital transformation.

Purpose Despite extensive academic research related to digital technologies (DT), their integration into architecture, engineering and construction (AEC) projects lags in practice. This paper aims to discover DT deployment patterns and emerging trends in real-life AEC projects. Design/methodology/approach A case study methodology was adopted, including individual case analyses and comparative multiple-case analyses. Findings The results revealed the temporal distribution of DT in practical AEC projects, specific DT products/software, major project types integrated with digital solutions, DT application areas and project stages and associated project performance. Three distinct patterns in DT adoption have been observed, reflecting the evolution of DT applications, the progression from single to multiple DT integration and alignment with emerging industry requirements. The DT adoption behavior in the studied cases has been examined using the technology-organization-environment-human (TOE + H) framework. Further, eight emerging trend streams for future DT adoption were identified, with “leveraging the diverse features of certain mature DT” being a shared recognition of all studied companies. Practical implications This research offers actionable insights for AEC companies, facilitating the development of customized DT implementation roadmaps aligned with organizational needs. Policymakers, industry associations and DT suppliers may leverage these findings for informed decision-making, collaborative educational initiatives and product/service customization. Originality/value This research provides empirical evidence of applicable products/software, application areas and project performance. The examination of the TOE + H framework offers a holistic understanding of the collective influences on DT adoption. The identification of emerging trends addresses the evolving demands of the AEC industry in the digital era.

Purpose This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs). Design/methodology/approach Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings. Findings During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic. Research limitations/implications The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes. Practical implications Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic. Originality/value The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.

The successful implementation of digital technologies (DT) in architecture, engineering, and construction (AEC) projects necessitates workflow adjustment, crew scheduling, equipment optimization, and efficient collaboration among project parties. Understanding the digital capabilities of industry professionals is essential for the effective deployment of DT. This paper examines the competence of AEC practitioners in 14 types of DT through a questionnaire survey involving 428 participants. Descriptive statistics, including mean scores and standard deviations, were calculated to understand the competence levels of different DT. Specific inferential statistical tests, such as chi-square tests and Mann–Whitney U tests investigated disparities in competence across different business types, operational years, and company sizes. The results indicate that cloud technology, global positioning systems, and building information modeling were predominantly recognized and utilized, whereas blockchain remained underexplored. Notably, building contractors, small and medium-sized enterprises, and start-ups lagged behind their counterparts in digital competence, with large-scale enterprises exhibiting better knowledge but limited implementation of DT. The findings underscore the need for targeted upskilling efforts to harness DT knowledge effectively and manage digital resources within organizations undergoing digital transformation. The research contributes to the literature on digital competence within the AEC sector and sets the stage for further research into effective DT adoption and deployment interventions.

With a plethora of digital technologies, and some having high capital and running costs, it is critical to know which of these give architectural, engineering, and construction (AEC) firms a comparative advantage. Comparative advantage is measured using these metrics: higher project quality (Y1), productivity (Y2), ability to win tenders (Y3), and reputation (Y4), compared to AEC firms’ nearest competitors. This study investigated which specific digital technologies give rise to a comparative advantage for adopters in the AEC sector. The research design was an online survey using a structured questionnaire. Data were collected from AEC professionals in Singapore. The research found that the adoption of five digital technologies is significantly associated with higher project quality, productivity, and reputation compared to AEC firms’ nearest competitors. These ‘super technologies’ are cloud-based technology, design for manufacturing and assembly (DfMA), Internet-of-Things (IoT), robotic technology, and artificial intelligence (AI). The study discovered some digital technologies that are not correlated with any comparative advantage metrics. The contribution to knowledge is the creation of the digital technology adoption model that potential adopters may use to help them decide which specific digital technologies to adopt to achieve comparative advantage. For firms that are already adopting digital technologies, the adoption model serves as a benchmarking tool to measure comparative advantage. The implication for practice is for potential adopters to zoom in on the ‘super technologies’ and eschew those that do not provide comparative advantages.

While there is burgeoning research on team resilience, resilience in temporary organizations such as project teams to boost project outcomes has yet to be fully scrutinized. Using a capacity-based conceptualization, this study investigates the predictive mechanism of project team resilience from an adaptive structuration perspective and explores the effect of team resilience on project performance. Survey data from 202 members of construction project teams lend empirical evidence to the proposed model. The results suggest that only project social media use and its interplay with professional identity salience contribute to project team resilience, which in turn improves project performance. Particularly, professional identity salience benefits project team resilience when project social media use is high, while this effect is negative when project social media use is low. These findings add to the burgeoning literature on project team resilience from a systemic and contingent lens, as well as providing informative insights for managing team resilience in engineering project practice.