Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/116288
DC FieldValueLanguage
dc.contributorDepartment of Building and Real Estateen_US
dc.creatorIbrahim, Aen_US
dc.creatorZayed, Ten_US
dc.creatorLafhaj, Zen_US
dc.creatorMohandes, SRen_US
dc.creatorYang, Jen_US
dc.date.accessioned2025-12-15T02:15:44Z-
dc.date.available2025-12-15T02:15:44Z-
dc.identifier.issn2046-6099en_US
dc.identifier.urihttp://hdl.handle.net/10397/116288-
dc.language.isoenen_US
dc.publisherEmerald Publishing Limiteden_US
dc.subjectDEMATEL techniqueen_US
dc.subjectFuzzy setsen_US
dc.subjectLean constructionen_US
dc.subjectMulti-criteria decision-making methodsen_US
dc.subjectSustainabilityen_US
dc.titleUnlocking lean success in megaprojects : mapping causal relationships among key enablers in a fuzzy-based environmenten_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.doi10.1108/SASBE-06-2025-0342en_US
dcterms.abstractPurpose: The purpose of this study is to propose a hybrid conceptual framework that systematically identifies, prioritizes and maps critical enablers of LC adoption in megaprojects, with a particular emphasis on their mutual dependencies and structural relationships.en_US
dcterms.abstractDesign/methodology/approach: To achieve the research objectives, a mixed-method approach was employed. First, a systematic literature review was conducted to identify potential enablers of LC adoption. Second, semi-structured interviews were carried out with industry experts to validate and enrich the initial list of enablers. Finally, a fuzzy-based multi-criteria decision-making algorithm was applied to prioritize and map the enablers based on their influence and dependency, enabling a deeper understanding of their structural relationships.en_US
dcterms.abstractFindings: The analysis revealed six main enablers and thirty associated sub-enablers critical to LC adoption in megaprojects. Among these, “Strategic and Leadership” and “Stakeholder and Relationship Management” emerged as the most influential enablers. Key sub-enablers identified include government and top management support, early stakeholder engagement, resource readiness and lean proficiency, lean tools implementation, standardized performance metrics and BIM and technology adoption. These findings provide insight into the core drivers and their interdependencies, offering actionable intelligence for effective LC implementation.en_US
dcterms.abstractOriginality/value: This study contributes to both academic literature and industry practice in two key ways. First, unlike previous studies that merely list enablers without exploring their interconnections, this research provides a detailed mapping of enabler dependencies and interactions, offering a more nuanced understanding of LC adoption dynamics. Second, it introduces a novel hybrid framework combining systematic literature review, expert validation and fuzzy logic to prioritize and structure LC enablers.en_US
dcterms.accessRightsembargoed accessen_US
dcterms.bibliographicCitationSmart and sustainable built environment, December 02 2025, ahead-of-print, https://doi.org/10.1108/SASBE-06-2025-0342en_US
dcterms.isPartOfSmart and sustainable built environmenten_US
dcterms.issued2025-
dc.identifier.eissn2046-6102en_US
dc.description.validate202512 bcchen_US
dc.description.oaNot applicableen_US
dc.identifier.FolderNumbera4195, a4212-
dc.identifier.SubFormID52225, 52273-
dc.description.fundingSourceSelf-fundeden_US
dc.description.pubStatusEarly releaseen_US
dc.date.embargo0000-00-00 (to be updated)en_US
dc.description.oaCategoryGreen (AAM)en_US
Appears in Collections:Journal/Magazine Article
Open Access Information
Status embargoed access
Embargo End Date 0000-00-00 (to be updated)
Access
View full-text via PolyU eLinks SFX Query
Show simple item record

Google ScholarTM

Check

Altmetric


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.