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Kwawu, W and Laryea, S (2014) Governance structures in collaborative working practices. In: Raiden, A and Aboagye-Nimo, E (Eds.), Proceedings 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK, Association of Researchers in Construction Management, 413–22.

  • Type: Conference Proceedings
  • Keywords: actors; collaborative working; governance; partnering; structures
  • ISBN/ISSN: 978-0-9552390-8-3
  • URL: http://www.arcom.ac.uk/-docs/proceedings/ar2014-0413-0422_Kwawu_Laryea.pdf
  • Abstract:
    Over the past 30 years, there has been growing pressure on construction companies and clients to adopt partnering contracts. This represents an important institutional innovation that potentially acts as a driver for changing rooted managerial approaches towards a sustainable supply chain management and governance. However some of the challenges faced include integrating several relational themes with traditional procurement processes. In addition the factors for creating, managing and fulfilling partnering contracts vary across construction projects. This paper investigates the role of governance structures, processes and actors in the governance of collaboration. Using a case study of a partnering framework agreement between a county council and a road maintenance contractor, some of the factors for creating, managing and fulfilling relational contracts are highlighted. A conceptual framework is adopted to analyse and evaluate the business relationship as it evolves. The results indicate that governance structures, processes and actors involved standardized procedures and use of individual perceptions. In addition, organisational and individual perceptions influenced the choice of appropriate governance mechanisms and strategies used in coordinating, controlling and legitimizing the business relationships. Future studies may look into the moderating and mediating role of relational and formal attributes on performance. Researchers could focus on the interventions that managers undertake to make sure that trust and standardized procedures (control) enhance performance.