The paper "The relevance of Corporate Social Responsibility in Risk Management in Construction Projects" is a good example of a literature review on management. According to (Hart 2003, p. 8), the literature review provides a researcher with a means of getting to the frontiers of knowledge on a particular field of study. It is further argued that undertaking a comprehensive literature review is necessary for one to learn what has already been done by others in a particular field of study in order to develop a research project that contributes to knowledge in a particular field of study.
In essence, the literature review forms a foundation upon which all future works must be built. Jesson, Matheson, and Lacey (2011, p. 34), observe that a good literature review is necessary since it performs a number of functions in research. The most important one is that doing a good literature review gives originality and relevance to the topic of research. It identifies specific questions that have not been answered and problems that have not been solved in a particular field of knowledge (Jesson, Matheson & Lacey 2011, p.
38). The originality of a particular discussion can be derived from the fact that the research is either an extension of an already published research or a modification of an existing theory or methodology (Hart 2003, p. 11). This justifies the relevance of a particular research topic. Also, by offering a critical analysis of a number of published studies in a particular field of knowledge, a good literature review demonstrates awareness and deep understanding on the part of the researcher (Jesson, Matheson & Lacey 2011, p.
41). It demonstrates that a researcher has a good understanding of a wide range of research in theory and methodology which is related to the proposed topic of research. Further, doing a thorough review of literature enables the researcher to evaluate the choice of the dissertation topic against the general research already done in the area of choice (Dawidowicz 2010, p. 86). This process, therefore, creates a valuable bridge between the research being conducted and what has already been done by others.
Boyd, T & Kimmet, P 2011, “Triple bottom line approach to property performance evaluation”, School of Construction and Management and Property, QUT, Brisbane, viewed on 21 June 2013,
Branco, M C & Rodrigues, L L 2007, “Positioning stakeholder theory within the debate on corporate social responsibility”, Electronic Journal of Business Ethics and Organization Studies, Vol. 12, Issue 1, pp. 5-15, viewed on 23 June 2013,
Chartered Institute of Building 2010, Code of practice for project management for construction and development, John Wiley and Sons, Sussex.
Dainty, A, Moore, D & Murray, M 2006, Communication in construction: Theory and practice, Taylor and Francis, New York.
Dawidowicz, P 2010, Literature reviews made easy: A quick guide to success, Information Age Publishing, New York.
Doloi, H 2012, “Assessing stakeholders' influence on social performance of infrastructure projects”, Facilities, Vol. 30, Issue 11/12pp. 531 – 550. Viewed on 20 June 2013, www.emeraldinsight.com/journals.htm?issn=0263-2772&volume=30&issue=11/12&articleid=17048076&show=pdf (abstract)
Doloi, H, Haynes, T & Zhenzong, M A n. d., “Assessing social impacts in public infrastructure projects using social network analysis”, Facilities, Viewed on 23 June 2013,
Emmitt, S & Gorse, C 2007, Communication in construction teams, Taylor and Francis, New York.
European Commission 2009, European Competitiveness Report 2008, Brussels: Commission of the European Communities, viewed on 20 June 2013,
Gajewska, E & Ropel, M 2011, “Risk management practices in a construction project: A case study,” Master of Science Thesis in the Masters Programme, Department of Civil and Environmental Engineering, Chalmers University of Technology, viewed on 23 June 2013,
Griffith, A & Bhutto, K 2008, “Improving environmental performance through integrated management systems (IMS) in the UK”, Management of Environmental Quality: an International Journal, Vol. 19, Issue 5, pp. 565- 578, viewed on 22 June 2013,
Harris, F & McCaffer, R 2013, Modern construction management, John Wiley & Sons Limited, Sussex.
Hart, C 2003, Doing a literature review: Releasing the social science research, Sage Publications, London.
Hawkins, D E 2006, Corporate social responsibility: balancing tomorrow's sustainability and today's profitability, Palgrave Macmillan, New York.
Jardine, S 2007, “Managing risk in construction projects: How to achieve a successful outcome,” PricewaterhouseCoopers, viewed on 23 June 2013,
Jesson, J K, Matheson L & Lacey, F M 2011, Doing your literature review: Traditional and systematic techniques, Sage Publications, London.
Jones, P, Comfort, D & Hillier, D 2006, “Corporate Social Responsibility and the UK Construction Industry,” Journal of Corporate Real Estate, Vol. 8, Issue 3, pp. 134-150.
Klemetti, A 2006, “Risk management in construction project networks,” Laboratory of Industrial Management Report 2006/2, Helsinki University of Technology, viewed on 23 June 2013,
Kyttle, B & Ruggie, J, G 2005, “Corporate social responsibility as risk management: A model for multinationals,” Working Paper No. 10, Harvard University, Kennedy School of Government, viewed on 19 June 2013,
Larcher, P 1998, “Privatising road maintenance in developing countries”, International Journal of Public Sector Management, Vol. 11, Issue 2/3, pp. 116-129.
Martinuzzi, A, Kudlak, R, Faber, C & Wiman, A 2011, “CSR Activities and Impacts of the Construction Sector”, Impact Measurement and Performance Analysis of CSR, Working Paper No. 1, Vienna University of Economics and Business, viewed on 19 June 2013,
Mousa, H A 2005, “Risk management in construction projects from contractors and owners’ perspective,” Master of Science Thesis in the Masters Programme, The Islamic University of Gaza, Palestine, viewed on 23 June 2013,
Prandi, M 2011, “Corporate social responsibility in contexts of conflict and post – conflict: from risk management to creation of value”, in Prandi, M & Lozano (Eds.), J M 2011, CSR in conflict and post - conflict environments: from risk management to value creation, Institute for Social Innovation, pp. 1-66.
Rawlinson, S, Tuuli, M & Yong, T K 2010, “Stakeholder management through relationship management”, in Atkin, B & Borgbrant, J (Eds.) 2010, Performance Improvement in Construction Management, pp. 173-193. Spon Press, New York.
Sears, S K, Glenn, A S & Richard, A C 2010, Construction project management, London, John Wiley and Sons.
Sen, S, Bhattacharya, C B & Korschun, D 2006, “The role of corporate social responsibility in strengthening multiple stakeholder relationships: A field experiment”, Journal of the Academy of Marketing Science, Vol. 34, Issue 2, pp. 158-166, viewed on 23 June 2013,
Shoop, M 2011, “Corporate social responsibility and the environment: Our common future” in Mullerat, R (Ed.) 2011, Corporate social responsibility: The corporate governance of the 21st century, Kluwer Law International, Alphen, pp. 176-196.
Smith, A 2003, “Community Relations: How an entire industry can change its image through proactive local communications”, Journal of Communication Management, Vol. 7, Issue 3, pp. 254-264.
Tan, L, Roberts, J H & Morrison, P D, n.d., “The effects of stakeholders’ expectations in their evaluation of corporate social responsibility news”, viewed on 21 June 2013,
Windell, K, Grafstrom, M & Gorthberg, P 2006, “Sweden”, in Idowu, S O & Filho, W L (Eds.), Global Practices of Corporate Social Responsibility, Springer, London.