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Article: Multicountry perspectives of relational contracting and integrated project teams

TitleMulticountry perspectives of relational contracting and integrated project teams
Authors
KeywordsHong Kong
Incentives
Partnering
Procurement
Relational contracting
Issue Date2012
PublisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.html
Citation
Journal of Construction Engineering and Management, 2012, v. 138 n. 4, p. 469-480 How to Cite?
AbstractWorldwide calls for integration in construction translate into needs for relational alignment of both structural and operational arrangements, in order to successfully streamline the combined efforts of diverse interacting parties, for improved project delivery. Appropriate applications of relational contracting (RC) principles can help to achieve such integration. As such, the aims of the reported study are to examine the relative usefulness of various potential factors and strategies and to offer suitable contractual and noncontractual incentives, for building an RC culture and building integrated project teams (IPTs) in construction. Results from statistical analyses of 224 questionnaire responses from five countries are presented. Trust and trust-based operational arrangements are seen to effectively offer the required incentives for implementing various RC-based arrangements in construction where top management commitment and their support play a vital role. The choices of country-specific approaches suggest various patterns of integration through project-based partnering type RC, e.g.,cliental initiative and removing client related barriers in Hong Kong, removing uncongenial organizational and/or system-based barriers from the client's side in Australia, teamworking by cliental initiatives through contractual arrangements in The Netherlands, removing organizational and/or system-based barriers in the U.K., importance of trust and communication-related factors in Singapore, with no specific strategy in this respect. The outcomes also suggest the need for a highly interrelated and consolidated approach for spreading RC. Outcomes of this study are expected to benefit both industry practitioners and researchers in exploring, designing, and implementing various RC-based working arrangements. © 2012 American Society of Civil Engineers.
Persistent Identifierhttp://hdl.handle.net/10722/150666
ISSN
2015 Impact Factor: 1.152
2015 SCImago Journal Rankings: 1.219
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorRahman, MMen_US
dc.contributor.authorKumaraswamy, MMen_US
dc.date.accessioned2012-06-26T06:06:36Z-
dc.date.available2012-06-26T06:06:36Z-
dc.date.issued2012en_US
dc.identifier.citationJournal of Construction Engineering and Management, 2012, v. 138 n. 4, p. 469-480en_US
dc.identifier.issn0733-9364en_US
dc.identifier.urihttp://hdl.handle.net/10722/150666-
dc.description.abstractWorldwide calls for integration in construction translate into needs for relational alignment of both structural and operational arrangements, in order to successfully streamline the combined efforts of diverse interacting parties, for improved project delivery. Appropriate applications of relational contracting (RC) principles can help to achieve such integration. As such, the aims of the reported study are to examine the relative usefulness of various potential factors and strategies and to offer suitable contractual and noncontractual incentives, for building an RC culture and building integrated project teams (IPTs) in construction. Results from statistical analyses of 224 questionnaire responses from five countries are presented. Trust and trust-based operational arrangements are seen to effectively offer the required incentives for implementing various RC-based arrangements in construction where top management commitment and their support play a vital role. The choices of country-specific approaches suggest various patterns of integration through project-based partnering type RC, e.g.,cliental initiative and removing client related barriers in Hong Kong, removing uncongenial organizational and/or system-based barriers from the client's side in Australia, teamworking by cliental initiatives through contractual arrangements in The Netherlands, removing organizational and/or system-based barriers in the U.K., importance of trust and communication-related factors in Singapore, with no specific strategy in this respect. The outcomes also suggest the need for a highly interrelated and consolidated approach for spreading RC. Outcomes of this study are expected to benefit both industry practitioners and researchers in exploring, designing, and implementing various RC-based working arrangements. © 2012 American Society of Civil Engineers.en_US
dc.languageengen_US
dc.publisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.htmlen_US
dc.relation.ispartofJournal of Construction Engineering and Managementen_US
dc.rightsJournal of Construction Engineering and Management. Copyright © American Society of Civil Engineers.-
dc.subjectHong Kongen_US
dc.subjectIncentivesen_US
dc.subjectPartneringen_US
dc.subjectProcurementen_US
dc.subjectRelational contractingen_US
dc.titleMulticountry perspectives of relational contracting and integrated project teamsen_US
dc.typeArticleen_US
dc.identifier.emailRahman, MM: mrahman@dundee.ac.uken_US
dc.identifier.emailKumaraswamy, MM: mohan@hkucc.hku.hk-
dc.identifier.authorityKumaraswamy, MM=rp00126en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1061/(ASCE)CO.1943-7862.0000463en_US
dc.identifier.scopuseid_2-s2.0-84859917079en_US
dc.identifier.hkuros211810-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-84859917079&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume138en_US
dc.identifier.issue4en_US
dc.identifier.spage469en_US
dc.identifier.epage480en_US
dc.identifier.isiWOS:000302947100001-
dc.publisher.placeUnited Statesen_US
dc.identifier.scopusauthoridKumaraswamy, MM=35566270600en_US
dc.identifier.scopusauthoridRahman, MM=35570458800en_US

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