Examining the Impact of Human Factors on Lean Construction Scheduling Through Network and Feedback Analysis

Abstract

Purpose This research aims to examine the complex interrelationships of human-related barriers that significantly affect lean construction scheduling in the New Zealand construction industry and rank them to support targeted intervention.

Design/methodology/approach A qualitative design was used, combining a systematic literature review (SLR) of 77 peer-reviewed studies with semi-structured interviews involving five industry experts. The analysis applied thematic coding and network-based measures, including frequency, degree of centrality and eigenvector centrality, to identify and rank influential factors.

Findings The SLR produced 615 human-related factors, which were consolidated into 54 unique categories. Analysis revealed six factors as most critical: lower motivation and engagement, inadequate collaboration among stakeholders, weak top management support, cultural resistance to change, a conservative, negative attitude and limited conceptual knowledge. These factors were frequently cited in the literature and held a strong systemic influence in network analysis. Interviews confirmed their practical relevance while also pointing to additional issues such as psychological safety and leadership style. Addressing these human-centred barriers is therefore essential to achieving the intended benefits of lean scheduling.

Research limitations/implications Generalising findings from the SLR may overlook local details or project-specific outcomes. The primary data were limited to a small expert sample, restricting the breadth of perspectives. In addition, external influences such as financial constraints, supply chain issues and regulatory factors were excluded, which may also affect lean scheduling outcomes.

Practical implications The results provide clear priorities for practice, including stronger leadership commitment, structured training, enhanced collaboration and strategies to overcome cultural barriers. Implementing these interventions can strengthen lean adoption and improve project outcomes in New Zealand.

Social implications This research carries important social implications by emphasising the human dimension of productivity in the construction sector. It highlights how motivation, collaboration, leadership and learning culture directly influence not only project outcomes but also workplace well-being and professional development. By addressing these human factors, the study encourages more inclusive, communicative and supportive work environments that value participation and continuous learning. Ultimately, improving these social dynamics can strengthen teamwork, job satisfaction and long-term workforce sustainability within the construction industry.

Originality/value Previous studies have examined individual factors affecting lean construction scheduling but often in isolation. This research highlights how human-related barriers interact and how their interrelationships influence outcomes. Using network-based methods, including causal loop diagrams and centrality measures, the study identifies not only the most frequent factors but also the most structurally influential ones. Its originality lies in consolidating diverse human factors into distinct categories and ranking them through frequency and centrality, offering a systems perspective beyond traditional analyses.