Effects of contract strategy on interpersonal relations and project outcomes of public-sector construction contracts in Australia

© 2014 American Society of Civil Engineers. Hitherto, it is not known if the integration of relationship concepts into traditional public-sector construction contracts would improve project performance. This study hence examines the effects of contract strategies on project outcomes and relationship quality in the context of public-sector construction projects in Sydney, Australia. It also identifies the relational contracting (RC) practices that are in place when certain contract strategies are adopted. Using a two-pronged research design, data were first collected from public owners and private contractors and consultants through a questionnaire survey. The data were analyzed and the results were then validated by interviews. Correlation analysis shows that cost performance, client satisfaction, and relationship quality among contracting parties are significantly correlated with contract strategies. The findings indicate the important role that contract strategies play in project outcomes and interpersonal relationship. Among the 20 RC practices that are significantly correlated with contract strategies, 16 of them are related to clients and consultants, suggesting their important role in setting the tone of the relationship in a project

Building integrated project and asset management teams for sustainable built infrastructure development

Purpose – This paper aims to investigate the relevance of the relationally integrated value networks (RIVANS) concept for integrating project management (PM) and asset management (AM) for total asset management (TAM). The specific objectives are to test the RIVANS for TAM concept postulated by Kumaraswamy (2011) and Kumaraswamy et al. (2012); discover ways to enable PM and AM teams to work in an integrated manner; and recommend strategies and operational measures to promote greater team integration in the industry. Design/methodology/approach – This study is based in Hong Kong with parallel studies in the UK, Singapore and Sri Lanka. Through a comprehensive questionnaire, a case study on an organization engaged in both design and construction and operations and maintenance (O&M) works, interviews and hosting a workshop (all conducted with experienced industry practitioners and experts), a set of recommendations are derived to guide the industry toward greater team integration. Findings – Early involvement of O&M staff is important for better anticipating obstacles and learning from past experiences, but PM and AM teams generally work independently with limited interaction. Priorities of the stakeholders are often different. Knowledge management is increasingly important, but knowledge sharing is not always a priority. The three focus areas in the set of recommendations developed from Hong Kong are: organizational/management structure, procurement strategies and operational mechanisms; fostering culture of team building and providing additional means of communication; and informal communication tools. Originality/value – There has been little research into the communication, interaction and integration between PM and AM priorities and teams. However, increasing industry emphasis on sustainable buildings, end-user satisfaction and designing for maintainability dictates that PM and AM teams must work closer together, hence the imperative for mapping useful directions to be pursued.postprin

Innovative initiatives in Construction Education and Training

Industry demands for more relevant education and training, coupled with decreasing interest in construction–related university courses, have triggered re-thinks of traditional teaching-learning modalities. This paper draws on innovations from Hong Kong, Singapore and the UK, to give examples of appropriate education and training initiatives to address such needs. A study of learning approaches by construction students in Hong Kong illustrates the importance of identifying appropriate teaching-learning strategies at the outset. Two web-based platforms are presented for stimulating undergraduate learning through virtual site visits; and information & knowledge management of construction industry personnel. Two programmes that promote interdisciplinary teamworking at undergraduate level are also introduced. Two initiatives involving students in Singapore indicate how they may be mobilised to evaluate the work of their peers,including group-mates. The initiatives from the UK aim to improve critical government-industryacademia interfaces, in formulating an ‘innovation generation and diffusion framework’ and ‘knowledge transfer partnerships’. While presenting specific initiatives, this paper does not prescribe any panaceas. Instead, it illustrates the general imperative for significant and continuous changes in construction engineering education and training, provides useful examples from three regions, and indeed this overall example of learning from each other through such consolidated comparisons

Effects of Relationships on Public Project Delivery Process in China: A Case Study

The significance of relationships among contracting parties to a private project has long been recognised. However, it has not been established if public projects can enjoy the full advantages of relationships. This paper reports a case study of the first upgrading project in China’s mass transit rail system, which provides valuable information on how relationships affect the project procurement and project management in a large public project in China. It was found that past good relationship with the client could actually improve the chance of winning a bid in this project, and existing collaboration with the client could also increase the chance of undertaking more work. There was no significant difference in project performance between companies with past collaboration and those without past relationships. However, the project management styles were different. It is suggested that concerted effort should be taken to improve relationships in publically funded construction projects, as relationships do have significant effects

A comparison of corporate social responsibility practices in the Singapore, Australia and New Zealand construction industries

The construction industry has a major social, cultural, environmental and economic impact on the environment in which it operates. While corporate social responsibility (CSR) research in construction is growing, it is highly UK-centric and there has been no comparative research of construction industry CSR practices between different countries. Addressing the need for such research in an increasingly globalised construction industry, and adopting a cultural relativist perspective which recognises the contextuality of CSR practices, this paper presents a comparative study of CSR practices in the construction supply chains of the Singapore, Australia and New Zealand construction industries. Analysis of CSR data collected via an on-line survey of 137 firms in the construction supply chains of these countries using the Kruskal Wallis H-test and Relative Prevalence Indexing results indicate a compliance-based approach to CSR in all three countries and a common focus on environmental and safety issues. The social dimension of CSR is yet to mature, particularly in the areas of community interaction, disability, wellness, childcare and ageing. There is also significant reluctance to interfere with supply chains to achieve CSR objectives. Outside these similarities, numerous differences in CSR practices are found between these countries adding to our understanding of the influence of differing regulatory imperatives, institutional factors, workforce structures and demographics and cultural factors. The findings also add to our understanding of the interactions between formal and informal CSR policies and practices in different cultural contexts and the potential value of New Institutionalist Theory as a new conceptual lens to explore this issue further

Managing relationships in large public projects: comparative study of China and Singapore

© 2019, Emerald Publishing Limited. Purpose: One of the solutions to manage large public projects that are complex and difficult to manage is through relationship management. Although formal and relational approaches have been adopted in managing relationships, it is widely recognized that participants from developed and developing economies have different mindsets toward these two approaches. The purpose of this paper is hence to elucidate the more effective practices for managers to manage relationships in large public projects that are in countries of different sizes and stages of development. Design/methodology/approach: A structured questionnaire survey was conducted. Multiple stakeholders involved in public construction projects in Singapore and China that include public sector clients and consultants, private sector contractors and conszultants, were approached for data collection to provide information on one of their completed large public project. Findings: Both Singapore and China primarily adopt contractual governance by making rational decisions, pursuing profit and using the contract to guard against trouble. Participants in Singapore are more deeply committed and work more collaboratively than their counterparts in China. Project partners in China build stronger relationships, which may be due to the importance of “guanxi” to conduct business activities there. Originality/value: The comparative study provides managers with different sets of governance practices to adopt to improve the relationships with public clients in large public projects under different environments. In large public projects in developed countries, participants should rely more on relational practices that show commitment and teamwork, while those in developing countries participate in activities that build up their social networks