ABSTRACT
Critical success factors (CSFs) are defined as those factors in which success is necessary for each of the major project participants in a project to have the maximum chance of achieving the goals (Smith and Walker, 1994; Tiong et al., 1992; Turner, 2002). In fact, there have been plenty of research studies on CSFs for achieving construction excellence in different forms of RC (including partnering, alliancing, PPP and JV) over the past decade (Associated General Contractors of America, 1991; Construction Industry Institute, 1991; Moore et al., 1992; Sanders and Moore, 1992; Harback et al., 1994, Mohr and Spekman, 1994; Bennett and Jayes, 1995; Larson, 1995; Romancik, 1995; Bellard, 1996; Construction Industry Institute Australia, 1996; Hellard, 1996a; Brooke and Litwin, 1997; Construction Industry Board, 1997; Slater, 1998; Black et al., 2000; Bresnen and Marshall, 2000a; Demirbag and Mirza, 2000; Cheng et al., 2000; Kumaraswamy and Matthews, 2000; Bayramoglu, 2001; Cheng and Li, 2001, 2004a, b; Ng et al., 2002; Chan et al., 2002a, 2004d, 2006; Cheung et al., 2003a; Adnan and Morledge, 2003; Rowlinson and Cheung, 2004c; Gale and Luo, 2004; Beach et al., 2005; Li et al., 2005; Xu et al., 2005; Tang et al., 2006; Asian Development Bank, 2007). This chapter aims to identify all the CSFs for achieving outstanding RC performance in construction by conducting a comprehensive and critical review of literature on success factors for RC projects in construction.
