CONTRACTUAL GOVERNANCE, INTELLECTUAL CAPITAL AND PERFORMANCE OF ROAD CONSTRUCTION PROJECTS IN KAMPALA
| dc.contributor.author | canogura tonny | |
| dc.date.accessioned | 2025-12-18T11:46:52Z | |
| dc.date.available | 2025-12-18T11:46:52Z | |
| dc.date.issued | 2021-03-08 | |
| dc.description.abstract | This study was intended to examine the relationship between contractual governance, intellectual capital and the performance of road construction projects in Kampala. The research problem was that despite heavy investment in road construction and maintenance projects by KCCA, majority of road construction projects are not completed within the estimated time, cost quality and scope resulting into high stakeholder dissatisfaction. The study was based on a cross sectional design approach where 63 road construction projects in Kampala were targeted. A questionnaire was used to collect primary data from respondents. Results show that contractual governance and project performance are significantly related. There is a positive significant relationship between intellectual capital and project performance in road projects in Kampala. Findings confirm a positive and significant predictive potential of intellectual capital on project performance. However, contractual governance is found not to be a significant predictor of performance in this context. More to that, contractual governance and intellectual capital explain an overall of 10.7% of the variance in performance of road construction projects in Kampala. It was recommended that KCCA should immediately look at which measures are in place in the current road construction projects to ensure that contracts are followed as agreed. There is need to review contracts vis a vis performance on a regular basis, preferable quarterly, instead of the beginning and the end of a project where little corrective action can be done. There is also need to train project managers on how to harness intellectual capital in order to boost the chances of road project performance. Such training which should be undertaken at least once every three months will not necessarily guarantee good performance but will boost the chances of a project performing to (and beyond) expected levels. Regarding intellectual capital, projects need to focus on building a multidimensional competitive or performance advantage by creating unique competencies to develop unique relationships with stakeholders. | |
| dc.description.sponsorship | contractual governance, intellectual capital and the performance of road construction projects in Kampala | |
| dc.identifier.citation | tonny conogura,CONTRACTUAL GOVERNANCE, INTELLECTUAL CAPITAL AND PERFORMANCE OF ROAD CONSTRUCTION PROJECTS IN KAMPALA | |
| dc.identifier.uri | http://hdl.handle.net/20.500.12282/5145 | |
| dc.publisher | inpublishered | |
| dc.title | CONTRACTUAL GOVERNANCE, INTELLECTUAL CAPITAL AND PERFORMANCE OF ROAD CONSTRUCTION PROJECTS IN KAMPALA | |
| dc.type | Thesis |