Construction Dispute Research

Cheung, Sai On

doi:10.1007/978-3-319-04429-3

Cited by 17 publications

(3 citation statements)

References 368 publications

(683 reference statements)

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“…The degree of interdependence and reciprocity are also found to be useful to evaluate interorganizational relationships (Cheung et al, 2018). Accordingly, interdependency (Cropper at al., 2008;Fu et al, 2015;Cheung et al, 2018), trust (Cheung et al, 2014), reciprocity (Oliver, 1990), and relationship continuity are used in this study (Güth et al, 2000;Macneil, 1974). A dedicated review was conducted to longlist the features of the four parameters, which were operationalized into the construction context to be used in the study.…”

Section: Interorganizational Relationshipsmentioning

confidence: 99%

“…The termination of construction contracts or a change of partner during project duration will cause substantive losses to both parties. For construction projects, costs increase for developers as work progresses (Cheung et al, 2014). Interdependence between developers and contractors is also realized when parties perceive that high termination costs are associated with ending the relationship (Sarkar et al, 1998).…”

Section: Interorganizational Relationshipsmentioning

confidence: 99%

“…Trust is often viewed as a foundation of social order (Cheung et al, 2014). For commercial organizations, trust is seen as compensation for contractual control (Zhang et al, 2018).…”

Section: Trustmentioning

confidence: 99%

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Incentivizing Relationship Investment for Project Performance Improvement

Zhu

Cheung

2022

Project Management Journal

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Collaboration between developers and contractors is pivotal to the efficient completion of construction projects. Relational contracting practice has been used to promote working partnerships. Construction incentivization can be a valuable contractual tool to build relationships. This study proposes that incentivization can serve as an instrumental means to forge interorganizational relationships and corresponding project performance improvements. With data collected from experienced construction professionals, the hypotheses are empirically supported by structural equation modeling. It is therefore concluded that in addition to its conventional uses, incentivization can be innovatively designed to develop and manage interorganizational relationships and engender project performance improvement.

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