Organizational Governance and Operational Efficiency in Construction Service Management
DOI:
https://doi.org/10.5281/zenodo.20685036Keywords:
accountability, construction service management, internal control, operational efficiency, organizational governance, resource utilizationAbstract
This study investigated the role of organizational governance in strengthening operational efficiency in construction service management. It focused on how leadership direction, accountability, decision-making, internal control, transparency, compliance, and communication were associated with resource utilization, workflow coordination, timeliness, documentation accuracy, service responsiveness, quality control, and problem resolution. A predictive-correlational explanatory design was employed among personnel directly involved in construction service operations. Data were gathered using a validated researcher-made questionnaire, which underwent expert review, pilot testing, and reliability testing. The instrument obtained excellent internal consistency, with Cronbach’s alpha coefficients of 0.91 for organizational governance, 0.93 for operational efficiency, and 0.94 for the overall scale. Descriptive statistics, Spearman’s rho, ordinal logistic regression, and dominance analysis were used to analyze the data. Results showed that organizational governance was rated high overall, with leadership direction as the strongest dimension and internal control as the weakest. Operational efficiency was also rated high, although resource utilization and timeliness emerged as areas needing improvement. A strong positive and significant relationship was found between organizational governance and operational efficiency. Regression results further revealed that governance significantly predicted higher levels of operational efficiency, with internal control, leadership direction, communication, accountability, and compliance serving as meaningful predictors. Dominance analysis identified internal control as the strongest contributor to operational efficiency. The findings indicate that construction firms may improve service performance by strengthening monitoring systems, documentation practices, resource control, and site-level accountability.
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