Sorting out the essence of owner–contractor collaboration in capital project delivery

Suprapto, Mohammad; Bakker, H.; Mooi, H.G.; Moree, Wim

doi:10.1016/j.ijproman.2014.05.001

Cited by 84 publications

(96 citation statements)

References 73 publications

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“…As the two organizations interact, a set of relational norms, factors, or routines are co-developed specifically to govern their relationship (Poppo and Zenger, 2002;Poppo et al, 2008;Rahman and Kumaraswamy, 2008;Spekman and Carraway, 2006). In a project context, relational attitudes involve inter-organizational trust, fairness, and transparency, and a no-blame culture and the commitment of senior management to support the project teams (Cheung et al, 2006;Rahman and Kumaraswamy, 2008;Suprapto et al, 2015). As in a buyer-supplier relationship, inter-organizational trust is widely regarded as the key determinant of project performance (Meng, 2012;Pinto et al, 2009;Smyth et al, 2010).…”

Section: Hypothesesmentioning

confidence: 99%

“…A number of CSFs have been suggested to influence the quality of owner-contractor collaboration, such as top management commitment (Black et al, 2000;Rahman and Kumaraswamy, 2008), team integration (Baiden and Price, 2011;Bosch-Rekveldt et al, 2011;Suprapto et al, 2015), joint working (Black et al, 2000;Chan et al, 2004;Meng, 2012;Rahman and Kumaraswamy, 2008), owner's in-house capability (Miller and Lessard, 2000;Rahman and Kumaraswamy, 2008), and teamwork (Baiden and Price, 2011;Chan et al, 2004;Cheung et al, 2009;Rahman and Kumaraswamy, 2008;Suprapto et al, 2015). While such contributions recognize the factors that contribute to ownercontractor collaboration, there is a lack of empirical studies that provide an integrative model and empirical validation of how these factors relate to each other and contribute to project performance.…”

Section: Introductionmentioning

confidence: 99%

“…Using the categorization put forward by Suprapto et al (2015), we position the aforementioned CSFs as collaborative antecedents and distinguish them into three higher-order constructs, namely relational attitudes, teams' joint capability, and collaborative practices. In our view, these constructs describe the antecedents of collaborative processes best.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Relational factors in owner–contractor collaboration: The mediating role of teamworking

Suprapto¹,

Bakker²,

Mooi³

2015

International Journal of Project Management

Self Cite

124

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Section: Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Relational factors in owner–contractor collaboration: The mediating role of teamworking

Suprapto¹,

Bakker²,

Mooi³

2015

International Journal of Project Management

Self Cite

124

View full text Add to dashboard Cite

“…Vaaland (2004) showed how the relationship based on commitment and trust can reduce continuous challenges between clients and major contractors. Appling Q-methodology in the construction and engineering projects, Suprapto et al (2015) attempted to reconstruct project practitioner's prospective concerning collaborative relationships between owner and contractors. Xiong et al (2014) Cheng (2011) utilized a BLDPP to formulate a sealed-bid, multi-issue, and multi-sourcing reverse auction problem in negotiation between a buyer and a set of suppliers.…”

Section: Survey On Client and Contractors Interactionsmentioning

confidence: 99%

A fuzzy leader-follower game approach to interaction of project client and multiple contractors in time/cost trade-off problem

Hafezalkotob¹,

Hafezalkotob²

2018

10.5267/j.jpm

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In recent years, clients often employ multiple contractors to implement different activities of the projects. Each contractor manages and implements a subset of activities according to the determined schedule and payments. In this situation, time/cost trade-off problem becomes a distributed decision making problem in which the client, as leader, and the contractors, as followers, pursue their own objectives. We establish a multi-objective, bi-level distributed programming model based on fuzzy mathematical programming for this time/cost trade-off problem. The model is then developed for three common behaviors of client i.e. profit seeking, minimization of project time, as well as combination of profit seeking and minimization of project time behaviors. As the solution approaches, we propose transformation method based on Karush-KuhnTucker conditions projects to transform bi-level programming problem to a single level one. Numerical results reveal that the client's behaviors have measurable impact on time and cost of activities performed by contractors. Moreover, we found that when the client does not have complete information about the contractors' financial situations, the client should make tradeoff between his confidence level and his profit.

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“…Practitioners shared a belief that an effective ownercontractor relationship should be based on trust, shared vision, and mutual attitudes such as open and honest communication, and solution seeking instead of blaming senior management leadership [1,29]. The conflict factors resulting from both parties as shown in table 1.…”

Section: Characteristics Of Owner and Consultantmentioning

confidence: 99%

Adjusting Planning Management and Control to the Owner Environment Case Study: Consultant Adjustment to the Owner Environment in Thailand

Sruntummakul¹,

Leungbootnak²,

Min³

2015

Journal of Construction Engineering and Project Management

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Consultant and owner play a very important role in the construction sector which is one of the main sectors in economic development. There are many stakeholders in a construction project including but not limited to: owner, consultant, contractor, subcontractor, and supplier. The consultant is the party who is to stay in close touch with the project owner, which both consultant and owner are considered as the main key stakeholders to make the project happen. It's not a simple task for a consultant to just implement the same style of management and control within various projects that are of a different background and character of owners. Thus, the adjusting plan management and control to the owner environment has been an essential technique to drive the project to success. The objective of this paper is to identify the significant management techniques for adjusting a plan of management and control to the owner environment in Thailand. The methodology is the identification throughout the analogous to abduction from literature review and our empirical observations of Future Engineering Consultants Co, Ltd. We have been in consultation for twenty-five years (25)

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Sorting out the essence of owner–contractor collaboration in capital project delivery

Cited by 84 publications

References 73 publications

Relational factors in owner–contractor collaboration: The mediating role of teamworking

Relational factors in owner–contractor collaboration: The mediating role of teamworking

A fuzzy leader-follower game approach to interaction of project client and multiple contractors in time/cost trade-off problem

Adjusting Planning Management and Control to the Owner Environment Case Study: Consultant Adjustment to the Owner Environment in Thailand

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