Interpersonal trust and inter‐firm trust in construction projects

Working relationships are important in effecting project performance and cooperation is believed to be a behavioural consequence of trust. Trust, being a quality of relationships, involves people interacting at interpersonal and inter‐firm levels. This is investigated through 10 partnering and non‐partnering projects, using a validated trust scale. A case study approach is used to collect qualitative data through a quantitative approach to help understand the concept of trust. Data were collected from clients, contractors, consultants and subcontractors. Clients and contractors have a tendency to trust individuals whereas contractors and subcontractors have a tendency to trust firms. Inter‐firm trust is better understood than interpersonal trust; but both are associated with keeping commitments and demonstrating cooperation, even though interpersonal trust is considered more important. Partnering does not necessarily exhibit more trust than non‐partnering projects whereas clients and contractors have different emphasis on interpersonal and inter‐firm trust. Therefore, to promote trusting relationships in multi‐parties is to fulfil not only the technological and economical goals, but also the moral and social goals as expressed in people relationships such that a socially safe working place can be created. For this reason, middle managers need to know about trust because they face more relationship problems than others.     

Chinese culture and successful implementation of partnering in Singapore's construction industry

Partnering is based on the principles of trust, mutual respect and cooperation towards the achievement of a common goal. Although partnering can help to resolve the problems of Singapore's construction industry, its usage is relatively low. This paper examines whether Chinese culture can facilitate partnering implementation in Singapore's construction industry. This is because Chinese culture contains some values that are important determinants of success of partnering. A postal survey on Chinese-owned large contractors in Singapore was undertaken to ascertain how Chinese culture influences their way of conducting business and the implementation of partnering. The study showed that Chinese contractors understand their culture as comprising certain core values that influence the operations of their businesses and their relationships with others, and that Chinese culture aids the implementation of partnering. It is suggested that Chinese construction entrepreneurs should apply the elements of their culture to formulate appropriate business practices, and to implement partnering.     

Partnering in construction: a critical review of issues,problems and dilemmas

Partnering in construction has been presented as a potentially important way of improving construction project performance through the direct benefits it can bring to both clients and contractors. However, there is still considerable debate about the nature and merits of a partnering approach. This paper attempts to contribute towards this debate by exploring the presumed link between partnering and cultural change within the industry, at both organizational and interorganizational levels of analysis. To do so, it draws upon theory and research from the social sciences (especially organizational theory) to explore some of the issues, problems and dilemmas which emerge when full and proper account is taken of the complexities of organizations, as well as some of the subtleties and intricacies of the concept of organizational culture. The paper concludes that it is only by fully appreciating the effects of such complexity that a more realistic and practical approach to the development and implementation of partnering will emerge.     

Relational partnerships: the importance of communication,trust and confidence and joint risk management in achieving project success

The advantages of relational partnerships as an alternative project delivery mechanism to the traditional methods have yet to be realized by the wider construction industry. In relational partnerships, all parties work together as a cohesive team to achieve an agreed outcome. However, an accurate estimation of the underlying factors associated with the relationships of these parties and assessment of their impacts on partnering success are difficult to achieve. By identifying three major factors, communication, trust and confidence and joint risk management, this research unfolded the relational links between these factors and analysed the impacts in the context of the relational partnering success. Based on a questionnaire survey and the structural equation modelling technique, results identified communication as the single most influencing factor impacting on relational partnering success. While trust and confidence were found to be mutually inclusive for effective communication, it was found to have direct influence on developing capability for joint risk management within the partnering organizations. This finding diverges from the widely accepted view across the Australian construction industry that partnering is built on trust and confidence only and any risks associated in projects are best dealt with by means of joint responsibility without any problems.     

建设工程项目Partnering管理方式探究

近十多年来Partnering已成为在国际上得到成功实践的一种新的工程项目管理方式。本文诠释了Partnering管理方式的核心内容,提出了Partnering管理方式的工作流程;构造了以Partnering协议为基础,以Partnering管理为手段,以目标实现机制为核心的项目管理机制框架模型。分析Partnering管理方式化解建设工程项目信息不对称冲突、工程变更冲突、项目要素关系冲突及发挥合作性资源效益的机理。列举了我国岭澳核电建设工程应用Partnering管理理念的成功实践经验。提出我国要引入Partnering管理方式需要建立诚信制度、合同创新,需要得到政府的重视和业主的推动。     

Development of a partnering performance index (PPI) for construction projects in Hong Kong: a Delphi study

Over the past decade, research studies on benefits, critical success factors, difficulties, process, conceptual and theoretical models of construction partnering have been ubiquitous in the construction management discipline. In fact, there is adequate evidence that an increasing number of client organizations are adopting a partnering approach to undertake their building and construction projects both locally and worldwide during the last decade. With the perceived benefits that partnering brings about, research into Key Performance Indicators (KPIs) to evaluate the success of partnering projects in construction becomes vital as it can help set a benchmark for measuring the performance level of partnering projects. However, although there are some related studies and papers on this research area, few, if any, comprehensive and systematic studies focus on developing a comprehensive, objective, reliable and practical performance evaluation model for partnering projects. A model has been developed using the Delphi survey technique to objectively measure the performance of partnering projects in Hong Kong based on a consolidated KPIs' conceptual framework previously developed for partnering projects. Four rounds of Delphi questionnaire survey were conducted with 31 construction experts in Hong Kong. The results reveal that the top seven weighted KPIs to evaluate the success of partnering projects in Hong Kong were: (1) time performance; (2) cost performance; (3) top management commitment; (4) trust and respect; (5) quality performance; (6) effective communications; and (7) innovation and improvement. A statistically significant consensus on the top seven weighted KPIs was also obtained. Finally, a composite Partnering Performance Index (PPI) for partnering projects in Hong Kong was derived to provide an all‐round assessment of partnering performance. Different partnering projects can now be assessed on the same basis for benchmarking purposes. Construction senior executives and project managers can thus use the Index to measure, evaluate and improve the performance of their partnering projects to strive for construction excellence. Although the PPI was developed locally in Hong Kong, the research method could be replicated in other parts of the world to produce similar indices for international comparison. Such an extension would aid the understanding of managing partnering projects across different geographic locations.     

A computerized model for measuring and benchmarking the partnering performance of construction projects

Research into partnering performance measures for building and construction projects becomes crucial because a growing trend of client organizations has been observed to adopt partnering approach to procure their projects worldwide over the past decade. Although there are some related research studies and papers documented on this research area, few, if any, comprehensive and systematic research studies focus on developing a comprehensive, objective, reliable and practical performance evaluation model for partnering projects in construction. A Partnering Performance Index (PPI), which is composed of seven weighted Key Performance Indicators (KPIs), has been developed to measure, monitor, improve, and benchmark the partnering performance of construction projects in Hong Kong. A set of Quantitative Indicators (QIs) and well-defined ranges of Quantitative Requirements (QRs) for each QI have been further established using the Delphi survey technique and Fuzzy Set Theory. Evaluation of partnering success can now be based on quantitative evidences, thus tackling the subjectivity of performance evaluation. By making use of the Internet and database technology, PPI can be monitored on-line, thus saving much time, cost and efforts on data collection and retrieval than if they are done manually. As such, an Internet-based computerized partnering monitoring and benchmarking tool, namely the Computerized Partnering Performance Index System (CPPIS) has been developed. The Internet-based CPPIS enables project participants to input data at any time and location and the project administrators could perform data analysis via the Internet. The CPPIS also enables project managers to measure, monitor, improve and benchmark their partnering performances against those already stored in the database. Graphical presentations of data and various performance measures are also built in to assist various end-users to identify problematic areas and critical success factors for achieving partnering excellence.     

An empirical study of the benefits of construction partnering in Hong Kong

Many construction companies have adopted partnering in their construction projects over the past 10–15 years due to favourable project outcomes achieved. Its use in construction projects has been increasing rapidly as its benefits become more apparent and pervasive. This paper reviews the partnering literature within the construction field and tries to portray the comprehensive picture of benefits for the partnering practice. Through partnering and the active involvement of all key project parties, the project is more likely to be completed within budget, on time, and with the least number of conflicts, claims and work defects. Also, this paper reports upon the findings of a questionnaire survey of partnering benefits in Hong Kong. Seventy‐eight project participants completed a questionnaire to indicate the relative importance of partnering benefits. The perceived benefits were measured and ranked from the perspectives of the client, contractor and consultant for cross‐comparison. The results revealed that ‘Improved relationship amongst project participants’, ‘Improved communication amongst project participants’ and ‘More responsive to the short‐term emergency, changing project or business needs’ were the most significant benefits derived from the use of partnering. More partnering arrangements should be actively introduced into the construction procurement process so that every party can enjoy the full benefits of partnering.     

PARTNERING模式最佳实践研究——工作流程再设计

建筑项目一般都比较复杂,还存在许多不可预计的风险。建筑界存在着诸如在工程参与各方之间缺乏协作,相互信任度低以及沟通交流效率低等问题,这些导致了工程参与各方之间的对立关系。作为一个创新性的工程承发包模式,在过去的20年内,Partnering模式越来越多地在建筑项目中得到应用,它更好地达到了项目目标,并很大程度上减少了冲突和纠纷。对香港近期完成的6个主要Partnering项目进行案例分析,总结使用Partnering模式建筑项目的关键成功要素以及实施的主要障碍。对Partnering模式流程进行重新设计,为更好地在建筑项目中实施Partnering模式提供了方便。在本次研究的成果基础上,设计了一个Partnering模式"最佳实践"的框架结构,建议我国建筑界业者在今后的建筑项目中实施Partnering模式时加以应用。     

基于IDEF0 模型的业主——承包商Partnering 研究 ——对某大型国际电信项目的案例分析

工程项目中的Partnering 致力于建立相互信任、跨组织协作的高效项目执行模式。从信息流程的角度,将Partnering 分为3 阶段5 个子过程。运用IDEF0 模型,从输入、限制条件、驱动机制和输出4 个方面识别3 个阶段中影响Partnering 的因素。通过实际案例,分析Partnering 实施中网络型信息流,呈现其各子过程之间的逻辑关系。研究发现,组织的高层管理者在Partnering 前期是关键的驱动机制;组织间的信任水平是Partnering 实施效果的主要限制因素;问题解决效果和共同目标的达成与否是衡量Partnering 效果的关键子过程;项目执行中的一方的持续努力会局部改善Partnering 的实施效果。     

On using a communication-mapping model for environmental management (CMEM) to improve environmental performance in project development processes

This paper examines the existing environmental management communications practice among project participants in project development processes. There is a growing pressure for all project participants to extend their traditional business objectives of only lowering cost and shortening project duration to improve environmental performance. In achieving better environmental performance, it is essential to collect responses from project participants including project clients, consultants, contractors and various sub-contractors to build up collaboration. As this collaboration is based largely on communications among various parties, the validity and effectiveness of the communications are essential to enable effective collaboration. By investigating practical applications, this paper identifies gaps of communications among project participants, and shows that these gaps present barriers to the improvement of environmental performance in construction. Possible solutions to communication gaps are investigated, leading to the proposal of a communication-mapping model for environmental management (CMEM). The CMEM is proposed as a method aimed at effectively implementing environmental management in construction practice. Data used for this study are collected from six construction projects in Hong Kong. A free-flow mapping approach is also employed to assist the investigations. It is believed that this study can help improving communications among project participants and environmental performance in the construction industry.     

Effects of interpersonal relations on public sector construction contracts in Vietnam

Public owners and private contractors and consultants are expected to maintain arm’s length relationships with each other to avoid any accusation of corruption. In the context of public construction projects in Vietnam, this study examines: the relational contracting (RC) related behavioural patterns that lead to better interpersonal relations during the construction stage and at the end of the project among public project owners, and private contractors and consultants; and the extent to which better interpersonal relations affect project performance. Using a questionnaire survey, data were collected from public owners and private contractors and consultants in Vietnam. Correlation analysis shows that there exist several behavioural patterns that significantly affect interpersonal relations among project team members during the construction stage and at the end of the project, and the general harmony during the construction stage. It was also found that cost performance is significantly correlated with project harmony level. Schedule performance is significantly correlated with interpersonal relations between project team members during the construction stage, and at the end of the project. The findings indicate the important role that interpersonal relations play in project outcomes and vice versa. The behavioural patterns that are found to be significantly correlated with harmony during the construction stage and/or relationships among project team members suggest that concrete actions may be taken by owners, consultants and contractors to improve relationships, and thereby improve cost and schedule outcomes. It is recommended that owners, consultants and contractors adopt some of the behavioural patterns identified.     

建设工程Partnering项目管理模式探讨

Partnering 项目管理模式作为国际上一种先进的项目管理模式受到越来越多的关注。主要通过建立层次分析模型把 Partnering 模式的优点进行量化,更直观地说明此种模式的优越性,同时指出 Partnering 模式也存在不足。     

Factors influencing development of construction enterprises in Singapore

The literature stresses the importance of improvements in the effectiveness and efficiency of contractors if the construction industry is to fulfil its tasks in a cost-effective, timely and safe manner. Various factors are considered to be instrumental in the development of contractors. If the most important influencing factors in any country can be identified, measures can be taken to apply them in order to upgrade the contractors. The results of a study on the factors which have been important in the development of construction enterprises in Singapore are presented. A mailed questionnaire survey provided the basis for the study. The targeted respondents were local contractors, foreign contractors, and clients and consultants. It was found that the key factors could be grouped into four main categories: contractors' role; government's and institutions' help; practitioners' help and financial support; and clients' help. Recommendations are offered on measures which can improve the performance of contractors.     

我国建设项目管理现状与问题问卷调查分析

识别我国建设项目管理的实际状况与面临的问题,是管理者做好项目管理工作的重要依据.文章通过对业主、承包商和监理工程师的问卷调查,探寻并分析了建设项目各方目标差异、利益冲突、沟通、工程变更、争议、索赔、激励、信用及如何建立良好关系等问题,得出了反映我国建设项目管理现状的若干结论,为解决建设项目管理中存在的问题,提升项目管理水平提供借鉴.     

Partnering 模式下的伙伴选择与项目绩效:合作关系的中介效应

Partnering 模式是改善项目绩效的一种有效方式,不同的伙伴选择会对项目绩效产生不同的影响。根据已有的研究将伙伴选择划分为信任程度、有效沟通、共赢态度和技术水平 4 个维度,引入合作关系作为中介变量,实证研究了伙伴选择对项目绩效的作用机制以及合作关系的中介效应。研究发现,合作关系在技术水平对项目绩效影响的中介效应并不显著,在有效沟通和共赢态度对项目绩效的影响中起着部分中介作用,在信任程度对项目绩效的影响中起着完全中介作用。研究结果对于 Partnering 模式下项目绩效的改善以及 Partnering 模式在我国的进一步发展与应用有着借鉴意义。     

The role of multi-firm satisfaction in construction project success

Construction project success depends on the multi-firm project organizations involved working together satisfactorily. Yet, satisfaction within multi-firm relationships has rarely been examined as a determinant of construction project success. A pioneering study is carried out to evaluate the extent to which construction project participants’ perception of each other’s performance reflects on the owner’s perception of project success. The data represent 580 performance evaluations carried out among the project owners, project consultants, main contractors and designers. The owner-evaluated performance factors related to the project goals form a dependent variable called Project Success. Dependencies between Project Success and the various performance factors are identified based on Pearson’s correlation coefficients. Dependencies were discovered between Project Success and all owner-related relationships and all but one of the non-owner-related relationships. Preliminary sets of discipline-specific and evaluator-specific success factors are identified. The results support the proposition that satisfaction within both owner-related and non-owner-related relationships is reflected on success. Therefore, researchers and practitioners are encouraged to consider project success in terms of multi-firm satisfaction and to engage with multi-firm performance measurement to better understand the heterogeneous performance factors contributing to multi-firm project success.     

Industrialized construction in the Swedish infrastructure sector: core elements and barriers

Improving productivity and innovation is a central challenge in all industries, but particularly in construction where improvements have been slow. To meet this challenge, a recent investigation into the actions of Swedish government clients has recognized needs to improve planning during project procurement phases, increase numbers of turnkey contracts and raise industrialization of the sector. In response, the Swedish Transportation Administration has launched a research and innovation programme to foster an industrial approach and identify ways to increase the standardization of products and processes. However, increasing industrialization has been difficult to achieve in the project-based construction industry except in the process-based housing sector. Further, there has been little research on the concept of industrialized infrastructure construction and barriers to its implementation. Opinions and attitudes of clients, consultants and contractors in the infrastructure sector were investigated in relation to the core elements of industrialized construction, and the barriers hindering its development. Opportunities and obstacles related to both product and process standardization for continuous improvements and the relationships between clients and contractors are revealed. Hence, the implementation of industrialized construction requires tightly focused governance at the outset of projects and profound changes to established attitudes, norms and regulations.     

Modeling relational transaction and relationship quality among team members in public projects in Hong Kong

Prior studies have found that relational contracting (RC) practices are helpful in nurturing good relationships among project team members. These empirical studies, however, did not differentiate by project type (i.e., public or private projects). In reality, the situation faced in public projects would be different from that of private projects since for example, some public sector participants may be indifferent to, concerned about or indeed opposed to, building close relationships with private sector counterparts. In the context of public construction projects, this study aims to develop models to explain the association between relationship quality and the extent to which RC practices are adopted. Data were collected via a questionnaire survey in Hong Kong, China. Using Multiple Linear Regression and Partial Least Square-Structural Equation Modeling (PLS-SEM), models for predicting the relationship quality among project team members were developed. The mathematical equations were validated by a case study. The models show that the relationship quality among project team members can be predicted by the extent to which these RC practices are implemented: (i) adoption of flexible strategies; (ii) readiness to compromise on unclear issues; (iii) willingness to commit on a long-term basis; (iv) attitude towards teamwork; (v) trust among team members; (vi) sharing of project information; (vii) understanding among team members; and (viii) alignment of the objectives of different parties. The models are recommended to public clients, consultants and contractors that aim to achieve good relationships in public projects.