Government pandemic response strategies for AEC enterprises: Lessons from COVID-19
Purpose Policymakers are developing government-level pandemic response strategies (GPRS) to assist architecture, engineering and construction (AEC) enterprises. However, the effectiveness of the GPRS has not been assessed. Therefore, this study aims to investigate the interrelationships between GPR...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
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Emerald Publishing Limited
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| Online Access: | http://umpir.ump.edu.my/id/eprint/44700/ http://umpir.ump.edu.my/id/eprint/44700/1/Government%20pandemic%20response%20strategies%20for%20AEC.pdf |
| Summary: | Purpose
Policymakers are developing government-level pandemic response strategies (GPRS) to assist architecture, engineering and construction (AEC) enterprises. However, the effectiveness of the GPRS has not been assessed. Therefore, this study aims to investigate the interrelationships between GPRS and AEC enterprises. To achieve that aim, the study objectives are to compare GPRS effectiveness between small-medium and large AEC enterprises, develop groupings to categorize interrelated GPRS and evaluate the effectiveness of the GPRS and interrelated constructs.
Design/methodology/approach
A systematic literature review and semi-structured interviews with 40 AEC industry professionals were carried out, generating 22 GPRS. Then, questionnaire survey data was collected among AEC professionals. In total, 114 valid survey answers were received and analyzed using the Kruskal–Wallis H test, normalized mean analysis, factor analysis and fuzzy synthetic evaluation.
Findings
Small-medium enterprises have four distinct critical GPRS: “form a special task force to provide support in maneuvering COVID-19,” “provide infrastructure investment budgets to local governments,” “develop employee assistance programs that fit all types of working groups” and “diversify existing supply chain.” Large enterprises have two distinct critical GPRS: “provide help in digitalizing existing construction projects” and “mandate COVID-19 as force majeure.” Eighteen GPRS can be categorized into the following five constructs: “market stability and financial aid,” “enterprise capability management,” “supply chain improvement,” “law and policy resources” and “information and workforce management.” The former two constructs are more effective than other GPRS constructs.
Originality/value
This is the first paper that evaluates the effectiveness of GPRS for AEC enterprises, providing new evidence to policymakers for well-informed decision-making in developing pandemic response strategies. |
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