Integrated Project Teams: the way forward for UK defence procurement

Moore, David; Antill, Peter D.

doi:10.1016/s0969-7012(00)00029-0

Cited by 12 publications

(13 citation statements)

References 4 publications

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“…Expected seagoing performance was not being met by the new warship due in part to the high levels achieved by the patrol ship. The sheer size and complexity of the warship was a major factor in the difficulties over predicting logistical support requirements, despite a decade of the MoD encouraging smarter acquisition and supplier partnerships (Moore and Antill, 2001). Although heavily involved in other types of military support, the contractor had no cross-over mechanisms for sharing experiences between other relevant sea, land or air force support teams.…”

Section: Mid-phase (2006−2009)mentioning

confidence: 99%

Converging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long‐term Inter‐organizational Relationships

Howard

Roehrich

Lewis

et al. 2017

British J of Management

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This paper explores the dynamic interplay of formal/informal governance mechanisms, in terms of functional and dysfunctional consequences for both sides of the dyad, in longterm inter-organizational relationships. Using two longitudinal cases of UK defence sector procurement (warship commissioning) we move beyond notions of complementarity and substitution in governance towards a more nuanced view where the governance mix of inter-organizational relationships can be convergent or divergent. Our findings, showing that relationships can exhibit functional and dysfunctional behaviour simultaneously, lead us to conclude that mismatches in governance mechanisms can be positive as well as negative. In building a context-dependent understanding of governance we both summarize the (dys)functions associated with formal and informal governance mechanisms and explore their impact on relationship exchange performance over time.

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Section: Mid-phase (2006−2009)mentioning

confidence: 99%

Converging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long‐term Inter‐organizational Relationships

Howard

Roehrich

Lewis

et al. 2017

British J of Management

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“…Expected seagoing performance was not being met by the new warship, due in part to the high levels achieved by the patrol ship. The sheer size and complexity of the warship was a major factor in the difficulties over predicting logistical support requirements, despite a decade of the MoD encouraging smarter acquisition and supplier partnerships (Moore and Antill, 2001). Furthermore, although heavily involved in other types of military support, the contractor had no cross-over mechanisms for sharing experience between other relevant sea, land or air force support teams.…”

Section: Case 1 Summarymentioning

confidence: 99%

Converging and Diverging Governance Mechanisms: the Dynamic Interplay of (Dys)function

Howard

Roehrich²,

Lewis³

et al. 2017

Proceedings

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This paper explores governance mechanisms and the dynamic interplay of functional and dysfunctional behaviour, what we term '(dys)function', in long-term inter-organizational relationships. Using two longitudinal cases of warship commissioning we argue although varying degrees of formalization is important when managing long-term relationships, organizations should learn not only to contract or build up trusting relations but consider both together as semi-coupled in terms of the impact such interplay has on performance. We discuss governance mechanisms as moving beyond notions of complementarity and substitution towards a more nuanced view where governance of inter-organizational relationships can be convergent or divergent. Our findings show that what is functional behaviour for one side of the dyad can be dysfunctional for the other party, also that relationships can exhibit functions and dysfunctions across forms of governance simultaneously. Our conclusions suggest that mismatches in governance mechanisms can be positive as well as negative, and it is the overall relationship atmosphere that determines the direction of the (dys)function. In building a context dependent understanding of governance we both summarise the (dys)functions associated with formal and informal governance mechanisms, and explore their impact on relationship exchange performance over time.

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“…Thus, with the aim of reducing the life cycle costs of defence equipment, the concept of Continuous Acquisition and Life-Cycle Support was widely implemented in 1990 within NATO countries (Freeman, 1995;NATO CALS, 2000). Similarly, the United Kingdom, applying an acquisitions policy based on the criterion of 'value for money' (Moore and Antill, 2001), established its own approach to life cycle costing for defence programmes, introducing a broader concept known as Whole Life Cost (Hartley and Parker, 2003). In Australia, too, the economic evaluation of defence programmes was reoriented to take LCC into account (ANAO, 1998;Clark et al, 1999).…”

Section: State Of the Art In Lccmentioning

confidence: 99%

“…In addition, the SAS-028 work group published a document in 2003, 'Cost Structure and Life Cycle Costs for Military Systems', which acknowledged the absence of a standardized costs structure and recommended research into how LCC is incorporated into national defence investment decision-taking processes. In parallel, the LCC technique has been adopted for the evaluation of military investments in countries including the United Kingdom (Moore and Antill, 2001;Hartley and Parker, 2003), Australia (Clark et al, 1999), and the United States (Boudreau and Naegle, 2005).…”

Section: Introductionmentioning

confidence: 99%

The Application of Life Cycle Costing in Evaluating Military Investments: An Empirical Study at an International Scale

Navarro‐Galera

Ortúzar-Maturana²,

Muñoz‐Leiva

2011

Defence and Peace Economics

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Although life cycle costing (LCC) is internationally considered the best instrument for evaluating investments in military equipment, its practical application remains insufficiently studied. This paper presents an international panorama of systems used for evaluating military investments, identifying the procedures and instruments most commonly employed, and identifying their strengths and weaknesses. The LCC methodology is then systematically applied, revealing opportunities for improvements. The research methodology is based on a questionnaire sent to 64 countries, inquiring into their standard practice regarding decision taking, cost estimation, risk management and performance indicators. The results obtained show that the main limitations facing these countries in employing LCC methodology concern weaknesses in their organizational structures and in their technical regulations, with particular respect to cost breakdown structures. Also significant are the scant number of cost estimation models available, the absence of up-to-date, reliable databases and the limited use made of appropriate techniques for risk and uncertainty estimation.

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Integrated Project Teams: the way forward for UK defence procurement

Cited by 12 publications

References 4 publications

Converging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long‐term Inter‐organizational Relationships

Converging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long‐term Inter‐organizational Relationships

Converging and Diverging Governance Mechanisms: the Dynamic Interplay of (Dys)function

The Application of Life Cycle Costing in Evaluating Military Investments: An Empirical Study at an International Scale

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