Abstracts – Browse Results
Click on the titles below to expand the information about each abstract.
Viewing 10 results ...
Adesi, M, Owusu-Manu, D and Murphy, R (2018) Strategic competences for pricing quantity surveying consultancy services. Engineering, Construction and Architectural Management, 25(03), 458–74.
Deng, X, Low, S P, Zhao, X and Chang, T (2018) Identifying micro variables contributing to political risks in international construction projects. Engineering, Construction and Architectural Management, 25(03), 317–34.
Hassim, S, Muniandy, R, Alias, A H and Abdullah, P (2018) Construction tender price estimation standardization (TPES) in Malaysia. Engineering, Construction and Architectural Management, 25(03), 443–57.
Holt, G D (2018) Let’s change tack, not wind direction: a response to Kog and Yaman (2016). Engineering, Construction and Architectural Management, 25(03), 335–41.
Pellegrino, R and Costantino, N (2018) An empirical investigation of the learning effect in concrete operations. Engineering, Construction and Architectural Management, 25(03), 342–57.
Shurrab, M, Abbasi, G and Al Khazaleh, R (2018) Evaluating the effect of motivational dimensions on the construction project managers in Jordan. Engineering, Construction and Architectural Management, 25(03), 412–24.
Sundquist, V, Hulthén, K and Gadde, L E (2018) From project partnering towards strategic supplier partnering. Engineering, Construction and Architectural Management, 25(03), 358–73.
- Type: Journal Article
- Keywords: Case study; Strategic management; Construction site; Construction planning;
- ISBN/ISSN: 0969-9988
- URL: https://doi.org/10.1108/ECAM-08-2016-0177
- Abstract:
Partnering has been at the top of the management agenda in the construction industry for many years as a means of improving performance. Previous research shows that partnering has not reached the desired level of strategic partnering, but stopped at project partnering. The purpose of this paper is to provide an analytical framing for transformation from project partnering towards strategic partnering with suppliers.Design/methodology/approach The framework is based on two building blocks: a case study of a contractor involved in implementing strategic partnering with four of its suppliers and a literature review dealing with partnering in construction; and models for close and long-term buyer-supplier collaboration in other contexts.Findings Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects.Practical implications Succeeding with relationship development and network orientation requires contractors to abandon two significant aspects of established construction logic that serve as significant implementation barriers. Competitive bidding in single projects needs to be replaced by collaboration over series of projects. The decentralisation of authority to the project level needs to be supplemented with increasing centralised decision making.Originality/value Previous research showed that despite the considerable interest in partnering there is a lack of systematic theorizing of the phenomenon. This paper contributes to theoretical anchoring through the combining of the case study and the literature review in the abductive approach applied.
Wang, Q, Guo, Z, Mei, T, Li, Q and Li, P (2018) Labor crew workspace analysis for prefabricated assemblies’ installation. Engineering, Construction and Architectural Management, 25(03), 374–411.
Zhang, R P, Pirzadeh, P, Lingard, H and Nevin, S (2018) Safety climate as a relative concept. Engineering, Construction and Architectural Management, 25(03), 298–316.
Zuo, J, Zhao, X, Nguyen, Q B M, Ma, T and Gao, S (2018) Soft skills of construction project management professionals and project success factors. Engineering, Construction and Architectural Management, 25(03), 425–42.