A project's autonomy, the degree to which a project can evolve without constant interference from the parent organization, is a key feature of innovation projects. The literature treats autonomy as a passive phenomenon and underestimates how projects as temporary organizations interact with more permanent forms of organizations. A dynamic and contextually sensitive understanding of project autonomy is valuable; autonomy can change over the course of the project's lifecycle and evolve into extreme isolation. We show how autonomy is shaped through practices of isolation and how this influences project outcomes. Two innovation projects were studied through qualitative-interpretive methods and we analyzed symbolic, discursive and spatial practices of isolation. These practices facilitate the exploration of innovations but limit the transmission of these innovations to the parent organization. We contribute to the literature on temporary organizations and project-to-parent integration by illustrating and theorizing the role of practices of isolation in this process.

For financial and strategic reasons, public and semi-public construction clients increasingly depend on private parties to carry out public service delivery. They subcontract operational responsibilities to private parties while remaining socio-politically responsible for ensuring public values. Public administration literature mainly addresses the importance of procedural and performance values in safeguarding public values. However, safeguarding the quality of the built environment also requires a focus on product values. In this study, we aim to increase the understanding of the meaning and significance of public values in the daily practice of public construction clients and identify the challenges they face in commissioning these seemingly opposing values. A set of semi-structured interviews with the public administrators of a variety of public and semi-public construction client organizations in the Netherlands shows that both internal and external factors influence the collaborative practices between clients and contractors. This causes a value shift from an emphasis on procedural values to managing performance and product values, indicating that clients need to take on a wider view on public values. Six main public value dilemmas were found that complicate the task of developing an open, transparent and sustainable long-term client-contractor relationship. The current contractual system, however, lacks the flexibility to facilitate this product-based value view in construction.

Purpose The purpose of this paper is to address the barriers that Dutch housing associations encounter in implementing new procurement strategies. Design/methodology/approach Several aspects of purchasing, portfolio management, project delivery and supply management are discussed in relation to the changing role of housing associations as semi-public commissioning bodies in the Dutch construction industry, based on data derived from workshops with six Dutch housing associations. Findings Housing associations are adapting their procurement strategy towards a more integrative and performance-based approach to supply management. Due to the complexity of implementing this process, housing associations struggle especially with moving beyond pilot projects, increasing the maturity levels throughout the organisation and aligning new policies with daily practices at a tactical and an operational level. Practical implications Increased knowledge of change processes and seeing the potential of maturity models will be valuable for practitioners who are dealing with changes on the work floor. Social implications Client organisations are considered one of the key drivers of change in the construction industry. Insights into these particular organisational change processes contribute to the potential of industry reform. Originality/value Most studies on collaboration and integration in the supply chain focus on the inter-organisational level or on the supply side, rather than the internal organisation of the client.

2007), while retailers are under increasing pressure to keep prices lower (Van Rompaey, 2022). These diverging objectives regularly result in power struggles.A prevalent instrument for resolving these conflicts is the exercise of coercive power (Frazier & Summers, 1984), where the manufacturer or retailer removes products from the shelves until the conflict is resolved. This is referred to as a conflict delisting ( Van der Maelen et al., 2017). Examples include US retailer Costco pulling Coca-Cola products from the shelves in response to a demanded price increase by the latter (Duff, 2020), and e-commerce giant Amazon withholding releases of Walt Disney movies because of a price dispute (Reuters, 2014). We were able to identify 285 Western manufacturers or retailers that were involved in a conflict delisting in a time span of 20 years, which amounts to almost 15 per year. Retail experts predict this type of conflict to occur even more often in the future (Financial Times, 2022). Despite the increasing occurrence of conflict delistings, academic research on this topic is scarce.We study the impact of a conflict delisting on firm (shareholder) value, which integrates multiple dimensions of performance (Gielens et al., 2008), using an event study approach. This approach measures the expected long-term performance consequences of conflict delistings at the time of the announcement assuming that a firm's stock price reflects the market's expectations of the discounted Conflicts are inevitable in any channel relationship (Gaski, 1984). Also in manufacturer-retailer relationships power conflicts often happen because of diverging objectives. Especially in times in which manufacturers and retailers face increased price pressure (due to, e.g., rising raw material and energy prices, inflation), the price disparity between manufacturers and retailers rises which forces manufacturers or retailers to reopen price negotiations (Van Rompaey, 2022). In these circumstances, manufacturers try to negotiate higher wholesale prices from the retailer (Geylani et al., Satish Jayachandran served as Area Editor for this article.

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