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Article: Pursuing "relational integration" and "overall value" through "RIVANS"

TitlePursuing "relational integration" and "overall value" through "RIVANS"
Authors
KeywordsAsset Valuation
Integration
Team Working
Issue Date2010
PublisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/f.htm
Citation
Facilities, 2010, v. 28 n. 13, p. 673-686 How to Cite?
AbstractPurpose: The paper seeks to consider relational integration across a network of organisational members. To this end, "relationally integrated value networks" (RIVANS) are conceptualised to engage and empower network members towards well-focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired "overall value" that includes the hitherto often neglected "whole life" and end-user priorities. Design/methodology/approach: Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions. Findings: Relational integration in networks adds considerable value to projects. Cross-fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers. Research limitations/implications: Relational agendas have grown steadily over the last 15 years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re-emerging cost focus. Practical implications: Each network can benefit from healthy inputs from, and benchmarking against, other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities. Originality/value: The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets. © Emerald Group Publishing Limited.
Persistent Identifierhttp://hdl.handle.net/10722/150536
ISSN
2015 SCImago Journal Rankings: 0.371
References

 

DC FieldValueLanguage
dc.contributor.authorKumaraswamy, MMen_US
dc.contributor.authorAnvuur, AMen_US
dc.contributor.authorSmyth, HJen_US
dc.date.accessioned2012-06-26T06:05:32Z-
dc.date.available2012-06-26T06:05:32Z-
dc.date.issued2010en_US
dc.identifier.citationFacilities, 2010, v. 28 n. 13, p. 673-686en_US
dc.identifier.issn0263-2772en_US
dc.identifier.urihttp://hdl.handle.net/10722/150536-
dc.description.abstractPurpose: The paper seeks to consider relational integration across a network of organisational members. To this end, "relationally integrated value networks" (RIVANS) are conceptualised to engage and empower network members towards well-focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired "overall value" that includes the hitherto often neglected "whole life" and end-user priorities. Design/methodology/approach: Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions. Findings: Relational integration in networks adds considerable value to projects. Cross-fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers. Research limitations/implications: Relational agendas have grown steadily over the last 15 years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re-emerging cost focus. Practical implications: Each network can benefit from healthy inputs from, and benchmarking against, other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities. Originality/value: The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets. © Emerald Group Publishing Limited.en_US
dc.languageengen_US
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/f.htmen_US
dc.relation.ispartofFacilitiesen_US
dc.subjectAsset Valuationen_US
dc.subjectIntegrationen_US
dc.subjectTeam Workingen_US
dc.titlePursuing "relational integration" and "overall value" through "RIVANS"en_US
dc.typeArticleen_US
dc.identifier.emailKumaraswamy, MM:mohan@hkucc.hku.hken_US
dc.identifier.authorityKumaraswamy, MM=rp00126en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1108/02632771011083702en_US
dc.identifier.scopuseid_2-s2.0-78049519125en_US
dc.identifier.hkuros211854-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-78049519125&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume28en_US
dc.identifier.issue13en_US
dc.identifier.spage673en_US
dc.identifier.epage686en_US
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridKumaraswamy, MM=35566270600en_US
dc.identifier.scopusauthoridAnvuur, AM=15922072600en_US
dc.identifier.scopusauthoridSmyth, HJ=13410539800en_US
dc.identifier.citeulike8209796-

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