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Article: Reconstructing cultures for relational contracting

TitleReconstructing cultures for relational contracting
Authors
KeywordsConstruction industry
Contractors
Contracts
Hong Kong
Procurement
Singapore
Issue Date2005
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, 2005, v. 131 n. 10, p. 1065-1075 How to Cite?
AbstractAlthough previous research has pointed to potential performance gains through relational contracting (RC), reservations remain as to its value and viability. Even those who wish to use RC need guidelines for introducing it, especially where it clashes with prevalent project cultures. A study was launched from Hong Kong to identify the critical factors which promote RC and team building in the context of specific cultures. This paper consolidates the perceptions of 60 respondents to a questionnaire survey in Singapore, in relation to the hypothesized 24 factors facilitating RC, and 28 factors impeding/deterring RC. It indicates the evident readiness of the Singaporean contracting industry to embrace collaborative working practices. On the whole: (1) all the 24 factors facilitating RC, and 23 of the 28 factors deterring RC, are significant; (2) these two sets of factors could be represented by six and seven "broad factors," respectively; and (3) except in a few cases, respondents from large and medium companies, as well as with and without experience in RC, have similar perceptions of the importance of different factors. It was perceived that trust should be at the core of RC approaches to construction procurement, but also seen that the current level of trust is low. Identifying the principal "facilitators" and "impediments"/ deterrents to RC, provides pointers to building relationally integrated teams to boost performance to much higher levels, as are now expected from the industry. The literature indicates that the outcome of the survey in Singapore reflects the trends in many countries that are moving toward RC. This research model and approach may be conveniently replicated in other contractual regimes, in order to reinforce these observations. © ASCE.
Persistent Identifierhttp://hdl.handle.net/10722/71310
ISSN
2015 Impact Factor: 1.152
2015 SCImago Journal Rankings: 1.219
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorKumaraswamy, MMen_HK
dc.contributor.authorRahman, MMen_HK
dc.contributor.authorLing, FYYen_HK
dc.contributor.authorPhng, STen_HK
dc.date.accessioned2010-09-06T06:30:50Z-
dc.date.available2010-09-06T06:30:50Z-
dc.date.issued2005en_HK
dc.identifier.citationJournal Of Construction Engineering And Management, 2005, v. 131 n. 10, p. 1065-1075en_HK
dc.identifier.issn0733-9364en_HK
dc.identifier.urihttp://hdl.handle.net/10722/71310-
dc.description.abstractAlthough previous research has pointed to potential performance gains through relational contracting (RC), reservations remain as to its value and viability. Even those who wish to use RC need guidelines for introducing it, especially where it clashes with prevalent project cultures. A study was launched from Hong Kong to identify the critical factors which promote RC and team building in the context of specific cultures. This paper consolidates the perceptions of 60 respondents to a questionnaire survey in Singapore, in relation to the hypothesized 24 factors facilitating RC, and 28 factors impeding/deterring RC. It indicates the evident readiness of the Singaporean contracting industry to embrace collaborative working practices. On the whole: (1) all the 24 factors facilitating RC, and 23 of the 28 factors deterring RC, are significant; (2) these two sets of factors could be represented by six and seven "broad factors," respectively; and (3) except in a few cases, respondents from large and medium companies, as well as with and without experience in RC, have similar perceptions of the importance of different factors. It was perceived that trust should be at the core of RC approaches to construction procurement, but also seen that the current level of trust is low. Identifying the principal "facilitators" and "impediments"/ deterrents to RC, provides pointers to building relationally integrated teams to boost performance to much higher levels, as are now expected from the industry. The literature indicates that the outcome of the survey in Singapore reflects the trends in many countries that are moving toward RC. This research model and approach may be conveniently replicated in other contractual regimes, in order to reinforce these observations. © ASCE.en_HK
dc.languageengen_HK
dc.publisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.htmlen_HK
dc.relation.ispartofJournal of Construction Engineering and Managementen_HK
dc.rightsJournal of Construction Engineering and Management. Copyright © American Society of Civil Engineers.en_HK
dc.subjectConstruction industryen_HK
dc.subjectContractorsen_HK
dc.subjectContractsen_HK
dc.subjectHong Kongen_HK
dc.subjectProcurementen_HK
dc.subjectSingaporeen_HK
dc.titleReconstructing cultures for relational contractingen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0733-9364&volume=131&issue=10&spage=1065&epage=1075&date=2005&atitle=Reconstructing+cultures+for+relational+contractingen_HK
dc.identifier.emailKumaraswamy, MM:mohan@hkucc.hku.hken_HK
dc.identifier.authorityKumaraswamy, MM=rp00126en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1061/(ASCE)0733-9364(2005)131:10(1065)en_HK
dc.identifier.scopuseid_2-s2.0-26644465080en_HK
dc.identifier.hkuros123934en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-26644465080&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume131en_HK
dc.identifier.issue10en_HK
dc.identifier.spage1065en_HK
dc.identifier.epage1075en_HK
dc.identifier.isiWOS:000232040400004-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridKumaraswamy, MM=35566270600en_HK
dc.identifier.scopusauthoridRahman, MM=35570458800en_HK
dc.identifier.scopusauthoridLing, FYY=13310155600en_HK
dc.identifier.scopusauthoridPhng, ST=8860027200en_HK

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