Construction, Real Estate, Infrastructure and Project (CRIP) Management in Emerging Markets

Closes:

We welcome submissions of quality discussion-based teaching case studies that examine recent management decisions faced numerous challenges during and post COVID-19 and hence, cases about decisions related to the impact of the COVID-19 pandemic and other regional or global disruptions of CRIP management are encouraged. This special issue will not focus exclusively on the impact of COVID-19 on the sector, and management decisions independent of the pandemic are welcome. The special issue will aim to be published in 2023, for use by instructors globally.

Submission deadline: 10th August 2022

The role of infrastructure in economic development has been widely discussed (Aschauer, 1989; World Bank, 1994; Chakamera & Alagidede, 2018). Infrastructure is a broad term and can be divided into two components: economic infrastructure and social infrastructure. Economic infrastructure, such as roads, airports, etc. influences economic development directly while social infrastructure such as healthcare, education, etc. influences the same through the spillover effect. Post the financial crisis of 2008, global infrastructure spending increased and by 2019, it stabilized at 3% of global GDP. However, the spending was still falling short by 0.5% of the target. A major part of this investment has been committed to developing economies. 

A research report of Oxford Economics, published in 2017, forecasts that global infrastructure investment is expected to reach a level of $3.8 trillion in 2040 resulting in a 67% growth over the 2015 investment commitment. COVID-19 disrupted this growth trajectory and posed various project risks such as delayed completion due to challenges of labor availability, lockdown restrictions, fund availability, and other constraints. Also, this pandemic forced policymakers of all economies to realize the importance of infrastructure, particularly health infrastructure, in handling such a crisis. 

Construction, real estate, infrastructure, and project (CRIP) management includes the management of human and non-human resources of a firm. For a successful project completion, managers are required to optimize the utilization of each resource. Subsequently, manage face many challenges in the execution of the project. Managers encounter numerous challenges including planning, scheduling, cost-control, timely delivery, meeting contract obligations, etc. This special issue aims to document challenges faced by managers in managing their projects across construction, real estate, and infrastructure domain and contribute to the case collection focused on the CRIP segment.  
 
Although submissions should address the specific management dilemmas the protagonist faces in each case, authors may be interested in the following potential and suggested themes:
1.    Innovative financing for infrastructure projects
2.    Managing project risks across project life cycle
3.    The changing role of managers due to the adoption of technology in construction
4.    Occupational health, safety, and environment
5.    Changing role of women in CRIP management
6.    The regulatory environment and project efficiencies
7.    Changing models of public-private partnership and project risks
8.    Technology adaptation in project marketing
9.    Corruption, project delay, and economic impact
10.    Role of public and private institutions in promoting sustainable projects
11.    Challenges for green projects
12.    Contracts, claims, and disputes in projects
13.    Stakeholder management challenges in projects
14.    Innovations in project management and processes
15.    Innovations in project delivery models

Given the global focus on infrastructure development, authors are encouraged to reflect on the opportunities to examine the themes listed above, among others, within the CRIP segments in emerging markets. Relevant segments may include, among others: road, airport, waterways, rail, housing, commercial real estate, healthcare, education, and water. 

Submission Guidelines

In preparing cases, authors are asked to follow the standard EMCS Author Guidelines available from the dropdown menu at https://www.emeraldgrouppublishing.com/journal/emcs. A submitted Case document should include primary data gathered from interviews with the protagonist, or well-sources secondary data supporting the protagonist’s voice, be written in the past tense, be focused on a compelling management decision-making dilemma facing the protagonist, and have approximately eight single-spaced pages of narrative. The accompanying Teaching Note document should include well-crafted learning objectives, related assignment questions and comprehensive model answers, and a comprehensive 90-minute teaching plan. Templates, guides, and other author resources are available via the EMCS main webpage above.

To submit your case, first create an author account at https://mc.manuscriptcentral.com/eemcs, then follow the on-screen guidance. Please select the Crip management option when prompted to choose from issue options. If you have any questions about the submission process, please contact the EMCS Publisher, James Hobbs at [email protected] 

All cases will be double-blind peer-reviewed before acceptance.

Submission deadline: 10th August 2022

Authors are welcome to contact the Guest Editor, Dr. Rajni Kant Rajhans, with any queries or early case ideas.

Editor-in-Chief: Dr. Michael Goldman, Associate Professor in the Sport Management Program at the University of San Francisco, & & Adjunct Faculty at the Gordon Institute of Business Science, University of Pretoria ([email protected]).
About Emerging Markets Case Studies
Emerald Publishing’s Emerging Markets Case Studies (ISSN: 2045-0621) is a Scopus-ranked online collection of peer-reviewed case studies focusing on business decision making and management development throughout key global emerging markets. Cases are written by case writers working in or closely with developing economies, offering local perspectives with global appeal. In 2018, EMCS cases were downloaded over 75,000 times by students and faculty around the world, and has published content from 71 countries. 
Authors will be eligible for a payment of £100 upon publication of their case study.

References
Aschauer, D.A. (1989). Is Public Expenditure Productive? Journal of Monetary Economics, 23, 177-200.
World Bank (1994). World Development Report: Infrastructure for Development. Washington, DC. 
Chakamera, C. & Alagidede, P. (2018). The nexus between infrastructure (quantity and quality) and economic growth in Sub-Saharan Africa. International Review of Applied Economics, 32 (5), 641-672.
Oxford Economics (2017). Global Infrastructure Outlook: Infrastructure investment needs, 50 countries, 7 sectors to 2040. https://www.oxfordeconomics.com/recent-releases/Global-Infrastructure-O…