Introduction
Demonstrating the nation's infrastructure relies heavily on the work being done on construction projects. Because of the length of time involved and the wide range of sectors that will be affected by the project's completion, long-term initiatives like these are rife with complications and unknowns. As is inevitable in any process involving complicated circumstances, these uncertain events frequently lead to crisis. During a crisis, an organisation appears to lose the ability to perform complex situations with regular practises. As the name suggests, crisis management is a process that involves taking small, incremental steps over time in order to avoid or minimise the consequences of any given crisis. Due to the many complexities involved in the construction process, construction projects are more susceptible to crisis situations. Crises can be managed with the least amount of harm by any organisation that employs effective crisis management strategies. Construction companies must have a crisis management plan to deal with any issues that arise. Attempts have been made in this paper to implement crisis management in construction projects by identifying the various factors that could lead to crisis situations in construction projects. This study, as stated above, aims to identify the factors that could lead to a construction project crisis. Various engineering and management personnel involved in the construction industry were asked to complete a questionnaire survey in order to identify the factors.
Literature Review
The research has been carried out with the help of literature study made from various literatures related to crisis management implementation in construction projects. The literature findings revealed about the characteristics of crisis and decision making with the help of leadership styles (Abdullah et al., 2014), crisis management in Turkish construction industry during economical crisis (Emin et al., 2006), learning process involved in crisis management for complex organizations (Lagadec P. 1999), crisis preparedness for effective crisis management in construction companies (Loosemore M. 2000), the development and application of situational crisis communication theory in protecting organization reputation during a crisis (Coombs W. T. 2007),
crisis management model and recommendation system for construction industry (N. T. Nguyen, 2013), nature and management of crisis in construction projects as projects-as-practice observations (Markus and Timothy, 2007), planning for crisis management in project management (Mallak and Kurstedt, 1997), Communication and organizational crisis management (Seeger et al., 2003), applicable vision, mission and effects of strategic management on resolving crisis (Pinor Altiok, 2011), crisis management in planning and media relations for design and construction industry (Reid J. 2007), crisis management from global crisis to national crisis in case of European Union Countries (Paula et al., 2013), preliminary study on improving efficiency of Government crisis management (Wei wang, 2011), Anatomy of organizational crisis in contingencies crisis management (Hwang P. and Lichtenthal, 2000), importance of crisis communication in effectice crisis management of construction projects (Michal Vondruska, 2014) and approaches and process for innovative crisis management in construction projects (Selim et al., 2015).
Research Methodology
Objective
Identifying major factors that influence implementation of crisis management in construction projects is primary goal of this study
Scope
Construction project owners, engineers, and managers only are focus of this investigation.
Data Collection
Questionnaire surveys are used to gather data from owners, engineers, and management staff involved in various construction projects. Thirty statements about factors governing crisis management implementation in construction projects made up second half of this questionnaire, which included demographic information about respondents. They are asked to rate their experiences with crisis management in construction pro. on 5-point scale.
Descriptive Statistics
There were 134 valid responses from various owners, engineers, and managers involved in construction projects in southern India after questionnaire survey was completed.
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