Strategic planning practice of construction firms in Ghana

In Ghana, the operating environment for construction firms is constantly changing in the face of a volatile economic environment, shifting political climate and a highly competitive market. Confronted with such instability, companies need strategic planning to combat the threat to their survival. A survey was conducted to determine how widespread strategic planning is used as a management tool by contractors in Ghana. Construction firms with classification A₁B₁, A₂B₂, D₁ and D₂ were used in the survey. Only 8.5% of D₂ firms use strategic planning. The other firms have a combined average of 86.7%. Civil engineering contractors are far ahead of the building contractors in the practice of strategic planning. Strategic plans are drawn to cover an average of three years. There is an urgent need for contractors in the D₂ class to be encouraged to seek insight into strategic planning and employ the technique to enhance their chances of surviving risks in the business environment.     

The viability of hydrogen storage to supplement renewable energy when used to power municipal scale reverse osmosis plant

This paper investigates the viability of using hydrogen energy storage to supplement renewable energy when used to meet a significant and fundamental human need, in this case, large-scale drinking water supplies for around 50,000 people in Newhaven, in South East England, and in Massawa in Eritrea.     

Marginalization and invasion of architects’ role on house projects: Institutional intervention inadequacy and super wicked problems

The design and construction of houses normally require an architect's input. However, architects are increasingly being marginalized in these projects, and their roles are constantly being invaded by others. Despite repeated institutional interventions toward remedying this phenomenon, signs are not abating. This article examines the complexity of this phenomenon to explain the inadequacy of institutional interventions to address the problem. This article conceptualizes the phenomenon of marginalization and role invasion as a super wicked problem with six key features. First, the problem has a difficult definition. Second, the solution involves a large structural and economic burden.Third, time is of the essence. Fourth, multiple stakeholders attempting to solve the problem are part of the cause. Fifth, institutional interventions addressing the issue are weakorill-equipped. Sixth, institutional interventions discount the future irrationally. The implications of this conceptualization for institutional intervention and research are discussed.