Strategic Innovation in Project Management: A Case Study of Design-Build Firm
Rajbahak, Renu (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202505028692
https://urn.fi/URN:NBN:fi:amk-202505028692
Tiivistelmä
The design and construction industry in Nepal requires strategic project management (SPM) for increasing efficiency, market performance, and competitive advantage. However, empirical studies exploring SPM practices in this sector are limited in South Asian developing economies like Nepal. In light of this, the study analyzes SPM practices that can improve project results and help to gain a competitive edge in the Nepalese design and construction firm. To tackle this, a hybrid research strategy was used combining subjectivism and objectivism with a pragmatic approach, and the information were composed through a case study of a design-build firm in Nepal. One executive and a project manager were interviewed through Microsoft Teams, and the information was analyzed thematically to identify common patterns and ideas. Then, a survey was conducted among 42 industry professionals via Microsoft Forms, and data were statistically analyzed through the JASP software to obtain the average value.
The findings reveal that SPM aligns project objectives with organizational strategies, often leveraging tools like the Balanced Scorecard (BSC). On the other hand, challenges such as inadequate coordination, skill deficits, financial limitations, and regulatory hurdles frequently result in delays and cost overruns. Conversely, the implementation of technologies such as Building Information Modeling (BIM) and training programs was an important driver that led to improved market performance. The study also emphasizes that, where traditional practices and resource limitations are common, companies need to modify strategic solutions to fit the demand in Nepal’s context.
The study adds value to the BSC framework by showing how Nepal’s construction companies need digital tools, CRM, advance processes, and training to align SPM with BSC perspectives, leading to sustainable business growth and competitive success. This step can advance their long-term goals. On top of that, governments can support it by offering incentives to encourage companies for technology adoption and by regulating project management certifications.
The findings reveal that SPM aligns project objectives with organizational strategies, often leveraging tools like the Balanced Scorecard (BSC). On the other hand, challenges such as inadequate coordination, skill deficits, financial limitations, and regulatory hurdles frequently result in delays and cost overruns. Conversely, the implementation of technologies such as Building Information Modeling (BIM) and training programs was an important driver that led to improved market performance. The study also emphasizes that, where traditional practices and resource limitations are common, companies need to modify strategic solutions to fit the demand in Nepal’s context.
The study adds value to the BSC framework by showing how Nepal’s construction companies need digital tools, CRM, advance processes, and training to align SPM with BSC perspectives, leading to sustainable business growth and competitive success. This step can advance their long-term goals. On top of that, governments can support it by offering incentives to encourage companies for technology adoption and by regulating project management certifications.