Effect of Organizational Structures and Types of Construction on Perceptions of Factors Contributing to Project Failure in Pakistan

The construction industry is viewed as the regulator of national economy globally. Its importance in Pakistan has increased greatly because of the involvement of international funding agencies in infrastructure projects. The feasibility of such projects is largely dependent upon the satisfaction of multiple stakeholders. Hence, it is important to explore the factors considered by different construction organizations in evaluating the failure of their projects. This study focuses on providing a rating of factors affecting construction project failures in the construction industry of Karachi. In addition to that, difference in perception between professionals belonging to different construction projects and organizational structures has also been evaluated. The results of this study show that factors related to project planning and management are rated higher by professionals in general. Secondly, it was also observed that client satisfaction and its related factors were rated higher by organizations with project-based management structures.

The construction sector is a unique sector of the economy, which is sharply different from the other sectors of the economy. It is complex, fragmented and highly sensitive to the business cycle, and socioeconomic and political environment [1]. It is a project based industry, which is required the successful coordination of all project parties to satisfactorily achieve the desired results [2]. It is observed that the rate of failure in construction business is significantly higher as There are a number of research studies, conducted to investigate the causes, identification of factors and risky activities that could lead to project failure in construction business such as Schleifer [4] identifies ten risky activities divided into two group business strategies and fiscal group. Ogunlana and Vithool [5] identified three main categories of problems which have great influence on project performance as; inadequacies in industry infrastructure, clients and consultants difficulties, and the incompetency's of the contractors.
Russell and Jaselskis [6]developed a model for predicting variables of contractor failure prior to awarding contract.
This study identified four most significant variables that could be considered as powerful predictors for contractor failure, Client-contractor evaluation, cost monitoring, the level of contractor supportand the early engagement of the project manager were researched as significant variables. A study conducted by Kazaz et. al. [7] in Turkey identified that the three most significant causes of projectfailure in construction industry were; design and material changes, delay of payments and cash flow difficulties by contractors. Jannadi's [8] study concluded that the most important factors of failure in construction business are "difficulties in hitting bids", "bad judgment", "inexperience in the company's line of business" and "poor cash flow management". Arditi et. al. [9] highlighted that the strong control over budget and rapid response

Factors Affecting Infrastructure Construction Projects
The nature of infrastructure construction projects is different as compared to building projects. Ye  Li et. al. [20] pointed to the fact that it is essential to gain public acceptance for infrastructure projects to justify their costs. They also found that the success/failure of these projects is largely impacted by the perception difference among project stakeholders.
Hwang et. al. [21] determined the allocation of project risk factors for infrastructure projects involving publicprivate partnerships. Their study area was Singapore in which this project delivery method has been commonly used for infrastructure projects. The important success contributing factors were found to be "well-organized public agency", "appropriate risk allocation and sharing" and "strong private consortium".

Effects of Organizational Structure on Project Failure
Researchers have reported that organization structure also plays an important role in project failure/success irrespective of the type of business or project [22][23][24][25].
Hence, it should be considered as another avenue to be explored in investigating the project successes which have been done by a number of researchers.
Hyvari [22] investigated the effectiveness of different factors, including management structures on different business organizations. He concluded that organization design is directly linked with project management effectiveness. In another study, Hyvari [23] explored the link between critical project success factors and the organizational parameters. He concluded that the organization factor such as the size and structure of the organization changes the critical success factors for projects carried out by them.
Lechler and Dvir [24] explored the link between project management structure and project success. Their dataset comprised of 600 samples from US and Germany. They stated the fact that the link between project management structure and project success is independent of the type and size of the projects. Joslin and Muller [25] investigated the use of different project management methodologies and project success. Project management methodologies determine the management hierarchy and command structure of the project so it can be taken as a surrogate for organizational structure. They mentioned that these methodologies account for approximately 22% of project success. They also concluded that projectbased methodologies prove to be more effective for project success as compared to other complementary methodologies.

Need and Objectives of the Study
The above literature identifies the following gaps in the organizations. This data was also partially used in the Khan et. al. [26]; however, the evaluation of perception was not part of the said study.

MATERIALS AND METHOD
The main goal of this study was to determine the factors affecting failure in Pakistan construction industry.
Considering the diversified nature of industry practices,  Table 1.
Where WAI is Weighted Average Impact Factor, Iis Impact Rating (1-5), and P is Proportion of respondents choosing the specific impact rating. The plot is shown in Fig. 1

RESULTS AND DISCUSSION
As mentioned above, that the perceptions of professionals were evaluated regarding the factors contributing to the project failure. A comparison was made between different types of projects and organizational structures. Two criteria were used in order to compare the perceptions, namely t-test and rank correlation (also known as the Spearman correlation coefficient). These parameters can be calculated using Equations (2-3).
Where t is the standard student t-distribution,μ i represents the mean of two samples, S i represents the standard deviation of the samples [28]. In Equation (3), r g is the rank correlation coefficient, d is the difference between the rankings of the two data sets and n is the number of data pairs. T-test provides a parametric test related to equality of means for the two data sets. On the other hand, rank correlation is a non-parametric testing procedure which shows the interdependence of the ranking between the observed datasets [29]. The proceeding sections present the results and discussion on these statistical analyses for this study.

Comparison of Perceptions between Building and Infrastructure Projects
Building construction is different in terms of its planning and financial management procedures as compared to infrastructure projects. The latter is carried out at a much larger scale and the social, economic and other relevant factors have to be taken into account. Hence the perception regarding failure of these projects may differ from one another. Table 2 presents the results of comparison of factors causing failure for these two types of projects. The comparison is made in terms of probability of t-statistics, calculated as per Equation (2), from standard t-distribution and the rank-correlation.
As the probabilities for the t-statistic go higher, the chances of getting the same mean value for both data sets will increase, indicating that the difference in perception of the groups is becoming statistically insignificant. An Increase in the values of rank correlation shows the higher interdependence among rating datasets.  , Volume 37, No. 1, January, 2018 [p-ISSN: 0254-7821, e-ISSN: 2413-7219] 134

Effect of Organizational Structures and Types of Construction on Perceptions of Factors Contributing to Project Failure in Pakistan
It can be observed from Table 2

Comparison of Perceptions between Functional and Project -Based Organizations
Functional structure is most commonly found in the manufacturing and public sector organizations. Each division in these organizations is dedicated towards the responsibilities for their pertinent area of specialization.
The interaction between them is only related to their contribution to the product, Rober et. al. [30].

CONCLUSION
This study was dedicated towards finding out the  r  o  t  c  a  F  y  t  i  l  i  b  a  b  o  r  P  t  s  e  t  -t  n  o  i  t  a  l  e  r  r  o  C  k  n  a  R   n  o  i  t  a  l  u  m  r  o  f  t  c  e  j  o  r  p  e  t  a  u  q  e  d  a  n  I  6  4  .  0  6  8  .  0   n  o  i  t  a  t  n  e  m  e  l  p  m  i  r  o  f  s  s  e  c  o  r  p  g  n  i  n  n  a  l  p  r  o  o  P  9

TABLE 3. COMPARISON OF FUNCTIONAL AND PROJECT -BASED ORGANIZATIONS
of organizational structure. This is understandable since these organizations work differently in the construction industry.
Moreover, it was also found that infrastructure projects are less sensitive to project duration and deadlines, which can be attributed to their longer durations. It was also observed that, meeting clients' requirements were rated higher by project-based organizations as compared to functional organizations. This difference was also found to be statistically more significant as compared to the