Critical success factors for construction partnering in Taiwan

Chen, Wei Tong; Chen, Tung-Tsan

doi:10.1016/j.ijproman.2006.12.003

Cited by 134 publications

(75 citation statements)

References 18 publications

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“…Che Ibrahim, Costello and Wilkinson (2013) have advised that apart from leadership; trust, respect, and a single team focus; collective understanding; commitment from project alliance board; creation of single and colocated alliance team; and free flow communication were also means of achieving team integration. Without effective teamwork there will be deficiencies in joint understanding and planning, which could compromise the relationship (Chen and Chen, 2007). Commitment through top management and leadership should be injected and provoked in relationships (Bennett, Peace and CIOB, 2006;Ling et al, 2014).…”

Section: Relationship Quality In Conflict and Dispute Incidentsmentioning

confidence: 99%

Systematic Representation of Relationship Quality in Conflict and Dispute: for Construction Projects

Jelodar

Yiu

Wilkinson

2015

CEB

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The construction industry needs to move towards more relational procurement procedures to reduce extensive losses of value and avoid conflicts and disputes. Despite this, the actual conceptualization and assessment of relationships during conflict and dispute incidents seem to be neglected. Via a review of literature, relationship quality is suggested as a systematic framework for construction projects. General system theory is applied and a framework consistent of four layers respectively labelled as triggering, antecedent, moderation and outcome is suggested. Two different case studies are undertaken to represent the systematic framework; which verifies that changes in contracting circumstances and built environment culture can affect the identified layers.Through system reliability theories a fault tree is derived to represent a systematic framework of relationship quality. The combinations of components, causes, and events for two case studies are mapped out through fault tree. By analysing the fault tree the combination of events that lead to relationship deterioration may be identified. Consequently the progression of simple events into failure is formulized and probabilities allocated. Accordingly the importance and the contribution of these events to failure become accessible. The ability to have such indications about relationship quality may help increase performance as well as sustainable procurement. Paper Type: Research article

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Section: Relationship Quality In Conflict and Dispute Incidentsmentioning

confidence: 99%

Systematic Representation of Relationship Quality in Conflict and Dispute: for Construction Projects

Jelodar

Yiu

Wilkinson

2015

CEB

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“…Like ensuring the project management competencies or support of the senior management (see e.g. Bryde, 2008;Chen & Chen, 2007;Fiedler, 2010;Hartman & Ashrafi 2002;Ho, Chang & Wang, 2008;Papke-Shield, Beise & Quan, 2010). Fortune and White (2006) analyzed more than 60 publications and they come concluded that the most popular were as follows:…”

Section: Figure 1 the Hierarchical Modelmentioning

confidence: 99%

Impact of Leadership Styles on Project Success – The Case of a Multinational Company

Blaskovics¹

2014

Dynamic Relationships Management Journal

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“…Whilst it is clearly the case that trust is ultimately an interpersonal phenomenon that arises out of some sort of power imbalance, much has been written in relation to the influence of alternate procurement instruments used for construction projects and the likelihood of a trusting relationship eventuating between client and contractor (Che Ibrahim, Costello and Wilkinson, 2011;Gad and Shane, 2014;Guo, Lu and Song, 2013;Kumaraswamy et al, 2005a;Laan et al, 2011). In particular, there has been an emphasis upon relational contracting (Doloi, 2009;Goddard, 1997;Rahman and Kumaraswamy, 2008;Rahman, Kumaraswamy and Ling, 2007) and project alliances (Chow, Cheung and Chan, 2012;Davis and Love, 2011;Sakal, 2005;Walker and Lloyd-Walker, 2016) as vehicles for the formation of increased levels of trust across project teams.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Trust on Project Management Practice within the Construction Industry

Strahorn

Brewer

Gajendran

2017

CEB

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Given that any construction project is inherently a human endeavour, it follows that issues of trust are significant in terms of the stakeholder interactions that deliver eventual project outcomes. Previous research indicates that the relational basis upon which projects are undertaken are intended to influence the likelihood of trusting relationships between stakeholders. Thus, experiences of trust in a construction project environment are likely to be influenced by the contextual specifics of respective transactional and relational contracting (RC) procurement mechanisms, given the divergent theoretical principles upon which they are founded. The influence of trust has therefore been examined through the lived experiences of construction practitioners. A phenomenological interview study consisting of thirty-five (35) participants was conducted with sensitivity to the procurement of experiences being recounted. Issues of trust were shown to be integral to stakeholder experiences in both procurement environments, with the benefits of trust acknowledged in many instances. However, little understanding was evident regarding methods for building and maintaining trust, nor for repairing trust when problems arose. Importantly, despite the differing principles that underpin transactional and relational procurement, and particularly the contention that relational procurement would increase trust between trading partners, this was not evident; with individual personalities and appropriate risk apportionment shown to be greater influences upon the likelihood of trusting relationships. It is reasonable to conjecture that relational contracts actually diminish the need for trust, given that the objective is to reduce uncertainty through formulaic approaches to risk distribution and reward; the absence of risk negates the need for trust. Ultimately, the potential to deliver improved project outcomes as a result of proactive approaches to developing and maintaining trust, as well as repairing trust after difficulties, was shown to apply under all procurement conditions.

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Critical success factors for construction partnering in Taiwan

Cited by 134 publications

References 18 publications

Systematic Representation of Relationship Quality in Conflict and Dispute: for Construction Projects

Systematic Representation of Relationship Quality in Conflict and Dispute: for Construction Projects

Impact of Leadership Styles on Project Success – The Case of a Multinational Company

The Influence of Trust on Project Management Practice within the Construction Industry

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