Contradictions and collaboration: partnering in-between systems of production, values and interests

Gottlieb, Stefan Christoffer; Haugbølle, Kim

doi:10.1080/01446193.2012.756141

Cited by 42 publications

(36 citation statements)

References 30 publications

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“…Coping infers use of an emergent strategy whereas managing may be associated with use of a more rigid and prescriptive approach to strategy development. Effective collaboration between the project design and delivery team has been argued as being central to effective project delivery [63][64][65][66][67]. The inclusion of the PO in the collaborative process has also been shown to be essential so that real value is generated for the project outcome [68][69][70].…”

Section: Discussion and Reflectionmentioning

confidence: 99%

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Walker

Lloyd‐Walker

2016

Administrative Sciences

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Abstract:Background: Cross-discipline team collaboration between the project ownership team, design team and project delivery team is central to effective management of risk, uncertainty and ambiguity. A recently-developed framework that was developed to provide a visualisation tool to enable various project procurement and delivery forms has been adapted to answer the research question How can uncertainty best be managed in complex projects? Methods: The research involved reviewing transcribed recorded interviews with 50 subject matter experts that was originally analysed using axial coding with Nvivo 10 software to develop the framework that the paper refers to. It extends analysis to focus on risk and uncertainty previously reported upon in that study. Results and Conclusions: The adaptation presents a hypothetical partnering and alliancing project collaboration map taken from a risk and uncertainty management perspective and it also refines its focus on coping and sensemaking mechanisms to help manage risk-uncertainty in a practical and 'how to do' manner. This contributes to theory by extending the relationship based procurement (RBP) framework from taking a purely procurement theory focus to being applied in a risk-uncertainty project management theory domain. It also provides a practice contribution by explaining how the RBP mutation to a collaboration and risk-uncertainty management framework may be applied.

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Section: Discussion and Reflectionmentioning

confidence: 99%

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Walker

Lloyd‐Walker

2016

Administrative Sciences

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“…And the development of such thoughts is influenced by a combination of biological, cultural and environmental factors. This biological consideration provides a much needed missing element from debates and research in construction management, and complements work provided by Gottlieb and Haugbølle (2013). This is not meant to crudely reduce culture to biology.…”

Section: 7)mentioning

confidence: 91%

“…Green et al appear reluctant, however, to adopt a more deterministic position, in which a discourse actively shapes and contributes to an agent's views and behaviours, and speak of the need to avoid the '…trap of determinism..' (Green et al: 2008: p. 433). Likewise, Gottlieb and Haugbølle (2013) when considering the issue of partnering state, '… change is unpredictable and non-deterministic…' (Gottlieb and Haugbølle: 2013: p. 123). Such approaches, though, arguably rest on an overly generous account of human agency.…”

Section: 7)mentioning

confidence: 99%

Understanding construction reform discourses

Smiley

Fernie

Dainty

2014

Construction Management and Economics

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Attempts to drive change and reform of the UK construction industry have been an ongoing concern for numerous stakeholders, both in government and across industry, for years. The issue is a seemingly perennially topical one which shows little sign of abating.Scholarly analyses of the reform agenda have tended to adopt a Critical Theory perspective. Such an approach, however, lacks a certain nuance and perhaps only reveals one layer of social reality. What is arguably lacking is a more fundamental exposition concerning the historical, social and cultural explanatory forces at play. Whilst it is illuminating to expose vested interests, ideology and power, what has led to the development of various views? How have they come to achieve such high accord in discussions? Drawing on the works of Max Weber, Georg Simmel and Barbara Adam, this paper seeks to develop a broader theoretical lens. It considers the wider sociocultural structures and forces that influence behaviour, shape and constrain these views. This approach will contribute to a much needed broader philosophical and theoretical debate within the Construction Management community (and beyond) on the need to better engage with, and understand, the sources influencing the issue of policy formulation and diffusion.

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“…It is challenging for contractors to deal with complicated EPC interfaces and project risks on their own capabilities due to uncertainties and complex processes in the international EPC market [4,5]. A large number of researchers suggest that partnering strategy which based on a win-win philosophy can promote cooperation between participants to improve risk management [6].…”

Section: Introductionmentioning

confidence: 99%

Enhancing Risk Management by Partnering in International EPC Projects: Perspective from Evolutionary Game in Chinese Construction Companies

et al. 2019

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Research on risk management in Engineering-Procurement-Construction (EPC) projects has received increasing attention. It is essential to integrate the resources of all participants into the risk management process optimally from the perspective of evolutionary games. The conceptual risk management model in the delivery of international EPC projects is developed in the study. Based on the data from an industry survey, the model has been validated. The path analysis shows that partnering not only directly contributes to interface management and risk management, thereby improving project outcomes, but also has a positive impact on risk management through enhanced interface management. The case study illustrates how partnering has a close linkage with interface management and risk management to achieve superior project performance, confirming the analysis of evolutionary game. The results suggest that contractors' success in applying partnership can play an exemplary role for other contractors, and governments can create a favorable environment to stimulate participants using win-win philosophy for better infrastructure development.Sustainability 2019, 11, 5332 2 of 16 relationships on how partnering associated with risk management in generating improved project outcomes [14].Therefore, the aim of this research is to reveal an interdisciplinary link between partnering, risk management, interface management and project performance by establishing a conceptual model, which provides a structure that reveals causal relationships among them from the perspective of evolutionary game. Literature Review Partnering in International ProjectsPartnering principles have been introduced to improve project delivery efficiency in the construction industry [15]. It is crucial for contractors to use a partnering approach in pursuing international competitive advantages and manage their relationships with stakeholders properly because they need to handle complex relationships to deal with the risks in projects [16]. For instance, partnering helps fully understand the expectations and requirements of clients, and seeks common goals while ensuring the efficiency of EPC project delivery. Partnership using well-defined risk/reward allocations can provide participants with strong motivations and the resources necessary to achieve EPC project goals [2,17,18].Contractors can establish partnership relationships with other participants to facilitate open communication for integration of the necessary information efficiently. To construct partnering relationships with participants in delivery of EPC projects, contractors need to increase their level of application of partnering CSFs, such as attitudinal factors (common objective, commitment, fairness, attitude and trust) and open communication factors (openness, effective communication, team building, problem resolving and timely response), thereby facilitating sharing ideas, information, knowledge and technology among participants for improving interface management and risk management [15]. Int...

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Contradictions and collaboration: partnering in-between systems of production, values and interests

Cited by 42 publications

References 30 publications

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Understanding construction reform discourses

Enhancing Risk Management by Partnering in International EPC Projects: Perspective from Evolutionary Game in Chinese Construction Companies

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