DescriptionThe latest research is presented here on both contractual and conceptual collaborative practices in construction. The editors identify common problems faced by the industry and draw out practical implications.
Construction projects are increasingly run in ways that challenge the traditional boundary of the firm – and sometimes also the definition of the project coalition and programme management. And all this in the context of construction firms whose clients demand ever increasing performance improvements and who also want to improve their strategies for greater collaboration to give themselves competitive advantage.
In Collaborative Relationships in Construction the editors identify three main themes: collaborative relationships, operating both in frameworks and within networks of contacts, e.g. relational contracting in partnering, supply chain management and other procurement-driven initiatives.
The second theme is frameworks, both contractual frameworks binding parties together over a series of contracts, and conceptual frameworks used to develop future performance improvement arising from the proactive strategies of firms.
The third theme is the network of relationships that supports individuals and firms within the project coalition in delivering services and adding value to improve performance. These networks define the investment and incentives supporting the inter-firm and intra-firm relationships, as well as the formal contractual conditions through which such incentives flow. Networks of information exchange define the structure of the activity and help predict organisational configurations for successful project outcomes.
The book probes the corporate entities of both client and contractor organisations, analysing new ways of working to encourage the move towards more collaborative practices in the construction industry.
About the Authors.
Forword (Stephen Brown).
Introduction Managing Collaborative Relationships and the Management of Projects (Hedley Smyth and Stephen Pryke).
Section I Collaborative Relationships in Contractual Frameworks.
Chapter 1 Specialist Contractors and Partnering (Jim Mason).
Chapter 2 Change in the Quantity Surveying Profession (Keith Potts).
Chapter 3 Client Requirements and Project Team Knowledge in Refurbishment Projects (Cynthia ChinTian Lee and Charles Egbu).
Chapter 4 Contractual Frameworks and Cooperative Relationships (Mohan Kumaraswamy, Aaron Anvuur and Gangadhar Mahesh).
Section II Collaborative Relationships and Conceptual Frameworks.
Chapter 5 Better Collaboration through Cooperation (Aaron Anvuur and Mohan Kumaraswamy).
Chapter 6 Developing Trust (Hedley Smyth).
Section III Collaborative Relationships and Networks.
Chapter 7 Infrastructure Lifecycles and Disaster Mitigation (Richard Haigh, Dilanthi Amaratunga, Kaushal Keraminiyage and Chaminda Pathirage).
Chapter 8 Early Design Management in Architecture (Leentje Volker).
Chapter 9 Government Policies and Collaborative Relationships in Public Sector Supply Chains (Kerry London and Jessica Chen).
Chapter 10 Construction and Women (Dilanthi Amaratunga, Menaha Shanmugam, Richard Haigh and David Baldry).
Conclusion (Hedley Smyth and Stephen Pryke).
“I recommend that libraries in graduate schools obtain it and that scholars read it as if it were a special issue in a journal.” (Construction Management and Economics, 1 July 2010)
- Analyses recent industry shift towards more collaborative practices
- Identifies common problems faced by firms
- Covers contractual and conceptual collaboration