The effects of cooperative procurement procedures on joint risk management in Swedish construction projects

Osipova, Ekaterina; Eriksson, Per-Erik

doi:10.1504/ijpom.2011.042029

Cited by 6 publications

(7 citation statements)

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“…Articles without a focus on collaboration and risk mitigation, or those with a focus on other fields such as clinical psychology or information technology systems, were excluded. Nine articles met the inclusion criteria but were inaccessible (Duhamel et al , 2016; Jamieson and Briggs, 2009; Lin and Abrahamsson, 2015; Lizza, 2014; Mandal, 2013; Marquès et al , 2010; Ntouskas and Polemi, 2012; Osipova and Eriksson, 2011; Zhang et al , 2011). Ultimately, 174 articles were excluded leaving 101 articles for review: 89 journal articles and 12 conference papers (see Table I).…”

Section: Methodsmentioning

confidence: 99%

Collaborative risk management: a systematic literature review

Friday

Ryan

Sridharan

et al. 2018

IJPDLM

102

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Purpose The purpose of this paper is to identify and analyse collaborative risk management (CRM) literature to establish its current position in supply chain risk management (SCRM) and propose an agenda for future research. Design/methodology/approach A systematic literature review of 101 peer-reviewed articles over a 21-year period was employed to analyse literature and synthesise findings to clarify terminology, definitions, CRM capabilities, and underlying theory. Findings CRM as a field of research is in its infancy and suffers from imprecise definitions, fragmented application of capabilities, and diverse theoretical foundations. The term CRM is identified as a more representative description of relational risk management arrangements. Six capabilities relevant to CRM are identified: risk information sharing, standardisation of procedures, joint decision making, risk and benefit sharing, process integration, and collaborative performance systems. Originality/value The paper provides a new definition for CRM; proposes a holistic approach in extending collaboration to SCRM; identifies a new capability; and provides a range of theories to broaden the theoretical scope for future research on CRM.

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Section: Methodsmentioning

confidence: 99%

Collaborative risk management: a systematic literature review

Friday

Ryan

Sridharan

et al. 2018

IJPDLM

102

View full text Add to dashboard Cite

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“…JRM integrates the focus of the partners on project risks rather than being isolated in managing risks related to each one of them. The contract conditions of this relationship should stay flexible since risks change throughout the project [46,47].…”

Section: Joint Risk Management (Jrm)mentioning

confidence: 99%

Collaborative Interorganizational Relationships in a Project-Based Industry

et al. 2021

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The project-based construction industry finds itself in a paradoxical situation: while it weighs heavily in the world economy, it does have a history of low productivity. One important issue that plagues the industry is related to the challenges that stem from collaborative efforts (or lack thereof) between actors. The objective of this paper is to explore how actors of the construction industry organize their inter-firm relationships while examining the characteristics of such interactions and the elements affecting them (drivers, barriers, facilitators, outcomes). These interactions and elements were uncovered using a systematic literature review. A qualitative content analysis was carried out to categorize these elements and to generate dimensions describing the forms. The 139 articles retrieved depicted 12 relational forms established between construction companies (in descending order of citation): partnering, alliancing, project delivery methods, supply chain integration, joint ventures, integrated project delivery, joint risk management, collaborative design, contingent collaboration, quasi-fixed network, resource sharing, and collaborative planning. A multitude of drivers, barriers, facilitators, and outcomes were found. An analysis of the results led to the conceptualization of a multidimensional profile, which allows for a practical and flexible identification of the relationship form potential partners in the construction sector intend to establish. To provide guidelines for the implementation of this profile, a three-step framework was developed.

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“…The basis of successful JRM is a mix of control and flexibility expressed as a combination of formal and informal collaborative processes, whose balance allows the former to deal with identified risks and the latter with the unforeseen ones (Osipova and Eriksson, 2013). Actually, according to Osipova and Eriksson (2009), informal practices such as relational workshops, formulation of a statement of common goals, joint project database, team building activities and joint project office demonstrate a statistically significant positive effect on JRM, in notable contrast to formally implemented cooperation-based procurement approaches alone. Lehtiranta (2013) also highlights the facilitating role of risk workshops and multidirectional performance feedback system which are able to improve risk communication and allow flexible risk-sharing in the project.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Moving to the practical level, the attributes of Factors 6 particularly confirm the point by Hughes et al (2012) that collaborative relationships are facilitated by regular meetings and open dialogue as these produce an atmosphere of mutual trust where everyone contributes towards a common aim. Osipova and Eriksson's (2009) findings regarding the decisive role of various informal collaborative practices such as relational workshops, joint project database, team building activities and joint project office.…”

Section: Practical Applications Strategic Implementationmentioning

confidence: 99%

“…Risk may be defined as possible loss, not entirely monetary, resulting from the difference between what was anticipated and what actually occurred (Ashworth and Perera, 2018). As no construction project is risk free, a proactive approach to the identification, assessment, allocation and mitigation of risk factors, usually referred to as Risk Management (RM) is necessary to safeguard main project objectives (Osipova and Eriksson, 2009). If neglected, risks can lead to disastrous consequences for the project and parties involved (Perez et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Joint risk management and collaborative ethos

Marinelli

Salopek

2019

JEDT

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Purpose Based on experience from the UK construction industry, this paper aims to capture the dimensions of the collaborative ethos required for successful implementation of Joint Risk Management, i.e. the cooperative and dynamic risk management approach that continues into the post-contract stage and is jointly undertaken by different project stakeholders. Design/methodology/approach A mixed methods research approach involving semi-structured interviews and a questionnaire survey was adopted to provide the basis for the statistical analysis encompassing descriptive statistics, non-parametric tests and exploratory factor analysis. Findings The analysis highlights the critical role of team integration achieved through the diffusion of collaborative values at strategic and practical level. Relevant applications include early stakeholder engagement, common goals and interests, team building activities and contractual flexibility. Originality/value This research is beneficial for the industry and academia as it enhances the understanding of an under-utilised management tool and highlights the requirements for its successful implementation.

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The effects of cooperative procurement procedures on joint risk management in Swedish construction projects

Cited by 6 publications

References 0 publications

Collaborative risk management: a systematic literature review

Collaborative risk management: a systematic literature review

Collaborative Interorganizational Relationships in a Project-Based Industry

Joint risk management and collaborative ethos

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