Which governs - the relationship or the contract?

According to the transaction cost economics literature, a firm’s external contractual relationships must be ‘fit for purpose’. What is a ‘fit for purpose’ contractual relationship should not be a normative decision, but an objective one, to be made with regard to achieving transaction cost efficiency, while defending the core competencies of the firm. Data from a Hong Kong case study is used to examine whether or not the client’s choice of contractual relationship is ‘fit for purpose’ and also to evaluate the impact of such a choice. The findings suggest that maintaining a relationship of high quality as a strategic policy not only reduces recourse to the contract but, also improves the quality and predictability of project performance and, is an antidote to ill-aligned contractual elements. These findings lend support to the growing trend towards relationship or relational contracting in construction

The evolution of pedagogic models for work-based learning within a virtual university

The process of designing a pedagogic model for work-based learning within a virtual university is not a simple matter of using ‘off the shelf’ good practice. Instead, it can be characterised as an evolutionary process that reflects the backgrounds, skills and experiences of the project partners. Within the context of a large-scale project that was building a virtual university for work-based learners, an ambitious goal was set: to base the development of learning materials on a pedagogic model that would be adopted across the project. However, the reality proved to be far more complex than simply putting together an appropriate model from existing research evidence. Instead, the project progressed through a series of redevelopments, each of which was pre-empted by the involvement of a different team from within the project consortium. The pedagogic models that evolved as part of the project will be outlined, and the reasons for rejecting each will be given. They moved from a simple model, relying on core computer-based materials (assessed by multiple choice questions with optional work-based learning), to a more sophisticated model that integrated different forms of learning. The challenges that were addressed included making learning flexible and suitable for work-based learning, the coherence of accreditation pathways, the appropriate use of the opportunities provided by online learning and the learning curves and training needs of the different project teams. Although some of these issues were project-specific (being influenced by the needs of the learners, the aims of the project and the partners involved), the evolutionary process described in this case study illustrates that there can be a steep learning curve for the different collaborating groups within the project team. Whilst this example focuses on work-based learning, the process and the lessons may equally be applicable to a range of learning scenarios

A Review of Work Based Learning in Higher Education

The idea of work based learning in higher education might sound like a contradiction in terms. Work based learning is surely in the the workplace. The senses in which it might also, under certain conditions, be in higher education are explored in this review. There are increasing arrangements whereby people can obtain academic recognition for learning which has taken place outside of educational institutions. In addition to traditional forms of professional education and sandwich courses, one can add a host of relationships between employers and higher education institutions which involve quite fundamental questioning of the roles and responsibilities of each in the continuing education and training of adults. Such developments can be related to broader themes concerning the organisation of knowledge in society, the changing nature of work and career, the learning society and the implications they hold for individual workers, their employers and educational providers. The Department for Education and Employment sponsored the study to produce a substantial literature review of progress and issues raised in the field of work based learning in higher education. The first part of the book provides a contextual and conceptual backdrop against which more practical aspects of work based learning are then considered in part two. The final part considers strategic issues of implementation for higher education institutions, employers and individuals, before turning to more wide ranging issues of policy

Review of international procurement procedures

Contractor selection is a crucial element in construction procurement (Drew & Skitmore 1993, p. 363). Contractors are selected through the tender process, which varies according to country, state and contracting organisation and is subject to individual differences. This paper reviews a range of international tender processes, highlighting the ethical features that govern these guidelines. The paper is part of a project to develop ethical guidelines for procurement for major contracting authorities. By reviewing tender guidelines we are able to gain an indication of the type of ethical standards reserved for procurement. The need for good business ethics in the tender process stems from the belief that ‘good ethical practice’ is critical in meeting organisational goals (Vee & Skitmore 2003, p. 125). Hence, an ethical tender process will select ethical contractors who are viewed as beneficial to the contracting authority

Competencies for Improving Construction Performance: theories and practice for developing capacity

The focus on improving construction performance has been narrow in many nations using partnering,leanness and supply chain management. This paper asks three practical construction related questionsconcerning reinventing the wheel across projects, blame culture and continuity of service. In addressingthese practical issues, three theories are engaged: organisational learning, emotional intelligence andrelationship management. The solutions are enhanced through applying the concepts and, indeed, thereis synergy between the concepts. The solutions require investment for the expected return, the theoreticalsynergy maximising the benefits from the investment. It is argued that such an approach has as much, ifnot more chance, to yield improvement in construction. The starting point are issues faced in constructionand theory is induced through addressing the problems, rather than starting with concepts applied inother sectors and then trying to squeeze them into the construction context

Coupling Performance Measurement and Collective Activity: The Semiotic Function of Management Systems. A Case Study

Theories about management instruments often enter dualistic debates between structure and agency: do instruments determine the forms of collective activity (CA), or do actors shape instruments to their requirements, or are instruments and concrete activity decoupled, as some trends of new institutionalist theory assume? Attempts to overcome the dualistic opposition between structure and activity stem from diverse sources: actors’ networks theory, structuration theory, pragmatism, theory of activity, semiotics. Performance measurement and management systems can be defined as structural instruments engaged in CA. As such they constrain the activity, but they do not determine it. Reciprocally, they are modified by the way CA uses them and makes sense of them. The central thesis of this paper will be that it is impossible to study the role of performance measurement as a common language in organizations independently from the design of the CA in which it is engaged. There is a not deterministic coupling between structure (i.e. management technical tools) and CA (i.e. business processes). The transformation of CA entails a transformation in the meaning of the “performance” concept, in the type of measurement required and in the performance management practices. The relationship between performance measurement and CA is studied here in the production division of a large electricity utility in France. The research extended over several years and took place when two new management systems were simultaneously implemented: a new management accounting system and an integrated management information system (ERP), both in the purchasing process. The new management accounting system was designed by the purchasing department; the new management information system was designed by the operational departments. Whereas the coherence between both projects could have been given by their common subordination to the rebuilding of CA (the purchasing process), their disconnection from concrete CA opened the possibility of serious dissonances between them. Both the new performance management system and the new ERP met difficulties to provide common languages, since the dimension of CA was taken for granted and consequently partly ignored in the engineering of both systems. When CA incurs radical transformations, actors’direct discursive exchanges about it, “collective activity about collective activity”, become necessary to ensure a flexible and not deterministic coupling between CA and new management systems. This reflexive and collective analysis of the process by actors themselves requires the establishment of “communities of process”, which can jointly redesign the CA and its performance measurement system. We conclude that performance measurement can be a common language as far as there is a clear and shared understanding of how CA should concretely take place and should be assigned to the different categories of actors.Business Process; Collective Activity; Community of Process; Management Instruments; Performance Measurement; Semiotics; Theory of Activity

Early independent production entrepreneurs in UK television: agents of a neo-liberal intervention

This essay focuses on the operation of the UK independent television production sector in the context of the entrepreneurial aspirations of company owners in the 1990s. The calculative practices used running these small and medium sized companies are examined and the experiences in managing them are mapped as they negotiated an evolving fitness landscape. Analysis is provided of the strategies adopted including the need to develop reputation and relational contracts to secure a constant flow of commissions. Conclusions are drawn about this transitional phase of entrepreneurship in this sector ahead of Government intervention in the market through imposing new terms of trade between independent production companies and broadcasters