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The desire to gain knowledge about the quality and timing of construction projects delivered to clients has become an increased focus point in the field of construction management. Clients have expectations that are often based on their assumptions about the validity of making the learning curve theory applicable to construction projects. This research aims to determine what criteria need to be met for the learning curve theory to have some validity for construction projects. The results from the questionnaire survey, completed by professionals from the construction industry, show that several concepts were found to be of importance: project specifications, design, scope, budget, site management, planning, monitoring and controlling, and quality. If these concepts correspond between two projects, the chance of successfully applying the learning curve theory increases. Practical recommendations are made that highlight the concepts identified as critical for the successful application of the learning curve theory to construction projects, and that can be used by clients and contractors as a basis for negotiating project schedules.

Knowledge dissemination, as part of the knowledge exchange process, is particularly challenging in any project environment due to the temporary nature of projects. Although several studies in the earlier literature studied the factors that influence knowledge exchange, very few examined them from the ‘knowledge push’ perspective. This study aims, therefore, to highlight the critical factors that impact knowledge dissemination in a project environment. This empirical research found ten critical factors, such as individual experience, trust, source credibility, shared understanding, motivation, and articulability. These individual factors seem to have a dominant influence on knowledge dissemination from the view point of the knowledge source.

Past studies of performance management systems (PMS) have focused more on designing the framework and less on the effect it has on employees. Moreover, employees in developing countries may not be knowledgeable or familiar with PMS. This paper proposes two competing statistical models to examine the roles that supervisor support (SS) has in engineering organisations. It was found that SS is a mediator, but not a moderator, in the relationship between PMS and employee job satisfaction. In other words, SS partially explains why employees have positive perceptions of their jobs based on their evaluation of the current PMS; SS thus enhances the PMS in engineering organisations.

ENGLISH ABSTRACT: Transnet Freight Rail in South Africa has faced projects delays in its multi-project environment. This study takes South Africa as representative of developing countries, and develops the Critical Success Factors (CSFs) model for multiple projects success, with the goal of expanding the conventional model by adding the demographic characteristics of the business units involved in the multiple projects. The empirical results showing the greatest number of success factors are people-related, with the focus on team selection and team commitment. Two demographic characteristics are of importance when managing multiple projects: the size of the business unit, and the employees’ project experience.AFRIKAANSE OPSOMMING: Transnet, ‘n spoorvragentiteit in Suid-Afrika, ondervind gereeld projekvertragings in hul multi-projekomgewing. Suid-Afrika, as ‘n voorbeeld van ontwikkelende lande, word in die studie gebruik en hierdie studie ontwikkel ‘n reeks suksesfaktore vir ‘n multi-projek-omgewing deur ‘n bestaande konvensionele model aan te pas om ook die demografiese eienskappe van die verskillende besigheidseenhede betrokke in die organisasie te inkorpo-reer. Die resultaat van die studie wys dat die grootste aantal suksesfaktore mens-geörienteerd is, met die fokus op die samestelling en toewyding van die betrokke projekspanne. Twee demografiese eienskape is belangrik by die bestuur van multi-projekte, naamlik die grootte van die besigheidseenheid asook projekondervinding van die werknemers.