Development Of A Sustainable Lean Construction Framework To Promote Communication In Construction Mega Projects The Case Of Saudi Arabia

Abstract

Over the past seven years, since the establishment of the National Vision 2030, Saudi Arabia has undergone a significant transformational period in its history. The country has transferred its economy to a new era where knowledge-based practices and sustainability have become priorities. The construction of mega-projects has become a major facet of development within the country. Still, these have not been conducted without extra problems in failing to finish successfully, either on time or within the budget frame. Mega-projects in Saudi Arabia face failure due to a lack of organisation and uncertainty. However, promoting communication within the project can enhance the project's performance and overall productivity. However, the construction industry remains conventional, whereas knowledge sharing and communication practices as human factors are less investigated. Consequently, construction mega projects face a significant challenge in their procedures and practices due to the pressure of new policies and waves of international competition. An emphasis on communication qualities and minimising conflicts within project processes and phases is elicited from the literature to assist stakeholders in achieving success on these projects. Lean thinking techniques can also contribute to resolving project struggles in communication practices, which were established to reduce waste and promote the performance of managerial practices on construction projects. For this to be successfully achieved on mega-projects, more needs to be learnt about lean communication, its practices, challenges, and opportunities within the Saudi cultural framework. This research aims to investigate the communication practices within a number of four construction mega projects in Saudi Arabia, identifying current communication challenges, opportunities, threats, and strengths. Data is collected through three main phases in the frame of this study. Mainly, a) conducting a systematic literature review (SLR), b) developing a communication conceptual framework, c) conducting a self-administered questionnaire, and d) Interviewing Constructions’ Saudi mega project experts. The findings of the three phases of data collection are projected as follows. Literature illustrated a wide range of interdisciplinary constructs that impacted communication practices on construction projects internationally and locally. Previous research indicates that knowledge-sharing and communication practices are significantly connected. However, to activate knowledge share practices, a number of constructs and components are emphasised. Seeking understanding and matching needs among individuals, but also task coordination and trust between project members, can be associated with knowledge sharing. Leadership practices are, on the other hand, a cornerstone to facilitate knowledge sharing through a shared decision-making practice. Codes and themes were extracted from the SLR, and the final reviewed themes were projected in the study. Questionnaire findings show a significant xviii association in terms of individual communication practices to promote knowledge sharing and communication in construction projects in Saudi Arabia. Project members intend to share knowledge significantly only through the practices of seeking understanding and matching the needs of co-workers. Knowledge-sharing is, on the other hand, significantly associated with establishing effective communication. Teamwork and leadership practices are found to hinder effective communication practices in the Saudi context of construction projects. Trust and shared decision-making were taken into consideration to be investigated in depth, as they hinder communication based on the previous questionnaire results. Project members were asked to share their experiences to explain how trust is built and why the team adopts particular behaviours that can impact trust. Leadership practices were also investigated. Findings show that a large number of social activities and communication tools are utilised. However, trust needs a particular communication culture in which sustainable activities, technologies and protocols can be inherited. Leadership, on the other hand, lacks transformative practices, highlighting tasks and regulations at the cost of personal needs and training.