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Psychosocial and Organisational-Cultural influences on Construction Stakeholders’ Financial Performance *Deadline Extended*


Special issue call for papers from Journal of Financial Management of Property and Construction

Guest Editor: Professor L.J. Nesan, Saveetha University, India

Purpose

Construction stakeholders’ performance are often unstable, partly resulting from a highly competitive global environment, which challenges their survival with unpredictable profitability. This can force stakeholders to look beyond conventional notions of ‘success’ as perceived through financial performance indicators, because sustainable performance increasingly embraces non-financial measures. Mainly, the latter are grouped under psychosocial factors like employee empowerment, job satisfaction, health and safety, and participatory approaches.
 
To effectively address psychosocial factors, human capital development initiatives involve competence, culture and commitment, but cannot ignore financial aspects of remuneration, incentives, insurance and welfare etc. How best to combine all of these in the context of organisational performance improvement? Given that psychosocial factors are largely influenced by organisational culture – presents much opportunity for research. One concern here is how these psychosocial factors, ‘financial factors’ and organisational culture collectively influence Construction Stakeholders’ Financial Performance. Their triangulated interdependency especially so, including methods to ascertain financial performance potential in a dynamic organisational environment.
 

Research themes

  • Modelling financial performance of construction stakeholders using non-financial measures related to psychosocial factors.
  • Non-financial performance measures per-se; such as strategies to demonstrate how performance relates to psychosocial factors; techniques to effectively evaluate and manage non-financial aspects of performance; investment to promote psychosocial issues aimed at improvement etc.
  • Evaluating employee empowerment for its contribution to achieving organisational performance.
  • Strategies for helping stakeholders thrive vis-à-vis performance investment when profitability is uncertain. 
  • Enabling stakeholders to manage the constant trade-off between pertinent issues, such as organisational performance, organisational culture and personnel attributes etc.
  • How organisational-cultural differences in different geographical regions, especially between developed and developing nations, influence productivity and performance improvement.
  • Differences in cultural approaches and procedures between regions in improving financial performance.
  • Behavioural and ethical issues relating to organisational performance and the ‘bottom-line’.
  • Assessment of long-term economic value of investment(s) in the above (and similar) matters.
  • All relevant issues linking personnel, organisational and financial performance in the construction and property environments.

Instructions and timing

Manuscripts should be a maximum of 8,500 words (including references). Authors are asked to carefully follow the guidelines for manuscript preparation on the journal website. When submitting your manuscript through the journal submission portal please ensure that you select the ‘Construction Stakeholders’ Performance’ option.
 

Deadline for submission of completed manuscripts, for entry into peer review: June 2017.
Anticipated publication date early 2018.

Any inquiries about the special issue should be directed to;

Guest Editor: Professor Jawahar Nesan Lenin, Vice Chancellor, Saveetha University, India [email protected] 
or 
Professor Gary D. Holt
, Construction Editor [email protected].