Partnering in practice: an analysis of collaboration and trust

Abstract

Many authoritative sources are calling for collaborative and integrated working to be used as a vehicle to obtain better value, levels of quality and service delivery. However, clients in the current economic climate may feel vulnerable about entering into arrangements built on collaborative working practices, which could be deemed as taking unnecessary risk. The effects of recent austerity on collaborative working are explored in this study, with particular emphasis on the positioning of trust within such relationships and its manifestation in practice. A qualitative research methodology approach is adopted through interviews with eight senior UK construction professionals. Findings from the research suggest that construction clients have returned to traditional competitive procurement methods based on lowest cost, seeking to reduce risk in their practices and maintain control in uncertain times. Perceptions of collaborative working have shifted within the austerity context, and individuals have responded with a quest for job security, which has in turn developed risk-averse work practices and affected the establishment of long-term collaborative relationships. Sceptical considerations of collaboration have re-emerged, the abuse of collaborative relationships for financial benefits and employing austerity as leverage. Further research is recommended to examine the repercussions of this shift in both practice and philosophy.

Key factors affecting commercial actors in collaborative working within the UK construction industry

“…In the same way, Baiden et al (2006) added that construction projects continue to witness overruns in time and cost, which are due to a lack of CW. Challender et al (2014) posits that those perceptions have shifted after the austerity times, and individuals are now responding with a quest for job security, which, in turn, encourages the risk-averse practices that is affecting the idea of long-term relationships in construction.…”

Collaborative contracting in the Singapore construction industry: current status, major barriers and best solutions

“…Kumaraswamy et al (2005b) summarized many barriers from the cultural aspect, such as distrust between project stakeholders, communication difficulty, lack of team working spirit and uncoordinated corporate culture. Challender et al (2014) emphasized the importance of trust and communication. Ey et al (2014) divided barriers into two categories, i.e.…”

Customer Context and Social CRM: A Literature Review and Research Agenda

“…project coordination, work processes, problem solving processes, organizational learning, quality of project results), (ii) reduced project costs (e.g. less redundant work and wastage), and (iii) reduced project risks (project delay, over-budget, poor quality) (Arvitrida, Robinson, & Tako, 2015;Bresnen, 2007;Challender, Farrell, & Sherratt, 2014;Love, Irani, Cheng, & Li, 2002;Soosay & Hyland, 2015;Vrijhoef & de Ridder, 2007;Wong & Cheung, 2004) are present in the cases. Further objectives are to investigate what ICT systems are used, the problems that occur in using the coordination mechanisms, and how these problems can be improved.…”