ARCOM

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A Kassem, M, Khoiry, M A and Hamzah, N (2020) Assessment of the effect of external risk factors on the success of an oil and gas construction project. Engineering, Construction and Architectural Management, 27(09), 2767–93.

Adabre, M A and Chan, A P (2020) Towards a sustainability assessment model for affordable housing projects: the perspective of professionals in Ghana. Engineering, Construction and Architectural Management, 27(09), 2523–51.

Ahmadu, H A, Ibrahim, A D, Ibrahim, Y M and Adogbo, K J (2020) Incorporating aleatory and epistemic uncertainties in the modelling of construction duration. Engineering, Construction and Architectural Management, 27(09), 2199–219.

Akanmu, A, Olayiwola, J and Olatunji, O A (2020) Musculoskeletal disorders within the carpentry trade: analysis of timber flooring subtasks. Engineering, Construction and Architectural Management, 27(09), 2577–90.

Almatroushi, H, Hariga, M, As'ad, R and Al-Bar, A (2020) The multi resource leveling and materials procurement problem: an integrated approach. Engineering, Construction and Architectural Management, 27(09), 2135–61.

Amos, D, Au-Yong, C P and Musa, Z N (2020) Developing key performance indicators for hospital facilities management services: a developing country perspective. Engineering, Construction and Architectural Management, 27(09), 2715–35.

Chiu, W Y B and Lai, J H (2020) Building information modelling for building services engineering: benefits, barriers and conducive measures. Engineering, Construction and Architectural Management, 27(09), 2221–52.

Edwards, D J, Rillie, I, Chileshe, N, Lai, J, Hosseini, M R and Thwala, W D (2020) A field survey of hand–arm vibration exposure in the UK utilities sector. Engineering, Construction and Architectural Management, 27(09), 2179–98.

Farajmandi, M, Ali, M, Hermann, R and AbouRizk, S (2020) A decision support tool for planning module installation in industrial construction. Engineering, Construction and Architectural Management, 27(09), 2615–41.

Hsu, P, Aurisicchio, M, Angeloudis, P and Whyte, J (2020) Understanding and visualizing schedule deviations in construction projects using fault tree analysis. Engineering, Construction and Architectural Management, 27(09), 2501–22.

Karamoozian, A and Wu, D (2020) A hybrid risk prioritization approach in construction projects using failure mode and effective analysis. Engineering, Construction and Architectural Management, 27(09), 2661–86.

Liu, H, Song, J and Wang, G (2020) Development of a tool for measuring building information modeling (BIM) user satisfaction – method selection, scale development and case study. Engineering, Construction and Architectural Management, 27(09), 2409–27.

Liu, J, Cui, Z, Feng, Y, Perera, S and Han, J (2020) Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management. Engineering, Construction and Architectural Management, 27(09), 2353–77.

Luo, L, Zhang, L and He, Q (2020) Linking project complexity to project success: a hybrid SEM–FCM method. Engineering, Construction and Architectural Management, 27(09), 2591–614.

Ma, L and Fu, H (2020) Exploring the influence of project complexity on the mega construction project success: a qualitative comparative analysis (QCA) method. Engineering, Construction and Architectural Management, 27(09), 2429–49.

Maqsoom, A, Hamad, M, Ashraf, H, Thaheem, M J and Umer, M (2020) Managerial control mechanisms and their influence on project performance: an investigation of the moderating role of complexity risk. Engineering, Construction and Architectural Management, 27(09), 2451–75.

Moon, S, Ham, N, Kim, S, Hou, L, Kim, J and Kim, J (2020) Fourth industrialization-oriented offsite construction: case study of an application to an irregular commercial building. Engineering, Construction and Architectural Management, 27(09), 2271–86.

Nasirzadeh, F, Kabir, H D, Akbari, M, Khosravi, A, Nahavandi, S and Carmichael, D G (2020) ANN-based prediction intervals to forecast labour productivity. Engineering, Construction and Architectural Management, 27(09), 2335–51.

Sezegen, A and Edis, E (2020) Product innovation types: a discussion considering building facade products. Engineering, Construction and Architectural Management, 27(09), 2379–408.

Sinoh, S S, Othman, F and Ibrahim, Z (2020) Critical success factors for BIM implementation: a Malaysian case study. Engineering, Construction and Architectural Management, 27(09), 2737–65.

Tran, D H (2020) Optimizing time–cost in generalized construction projects using multiple-objective social group optimization and multi-criteria decision-making methods. Engineering, Construction and Architectural Management, 27(09), 2287–313.

Tran, D Q, Harper, C M, Smadi, A M and Mohamed, M (2020) Staffing needs and utilization for alternative contracting methods in highway design and construction. Engineering, Construction and Architectural Management, 27(09), 2163–78.

Viswanathan, S K and Jha, K N (2020) Risk mitigation modelling of international construction projects executed by Indian firms: a structural equation modelling approach. Engineering, Construction and Architectural Management, 27(09), 2687–713.

Wang, P, Wu, P, Wang, X, Chen, X and Zhou, T (2020) Developing optimal scaffolding erection through the integration of lean and work posture analysis. Engineering, Construction and Architectural Management, 27(09), 2109–33.

Wu, J, Liu, H J, Sing, M C, Humphrey, R and Zhao, J (2020) Public–private partnerships: implications from policy changes for practice in managing risks. Engineering, Construction and Architectural Management, 27(09), 2253–69.

Wuni, I Y and Shen, G Q (2020) Critical success factors for management of the early stages of prefabricated prefinished volumetric construction project life cycle. Engineering, Construction and Architectural Management, 27(09), 2315–33.

Zhang, H and Yu, L (2020) Dynamic transportation planning for prefabricated component supply chain. Engineering, Construction and Architectural Management, 27(09), 2553–76.

Zhang, H, Yu, L and Zhang, W (2020) Dynamic performance incentive model with supervision mechanism for PPP projects. Engineering, Construction and Architectural Management, 27(09), 2643–59.

• Type: Journal Article
• Keywords: Public–private partnership (PPP); Dynamic performance incentive; Supervision; Contract renegotiation; Flexible contract; Microeconomics; Principal–agent theory;
• ISBN/ISSN: 0969-9988
• URL: https://doi.org/10.1108/ECAM-09-2019-0472
• Abstract:
  This study is aimed to explore the dynamic performance incentive model for a flexible PPP contract to handle uncertainties based on supervision during the long-time concession period, so as to ensure operation performance and benefits of the public sector while protecting the economic benefit of the private sector, thus avoiding unnecessary renegotiation. The microeconomic and principal–agent theories and relevant studies on the basic incentive model and flexible contract are fully utilized. The procedure for developing the dynamic incentive model and the assumptions about the quantitative relationships among fundamental variables or factors are first proposed. The static incentive model without incentive parameter adjustment and then the dynamic incentive model allowing incentive parameter adjustment are successively developed. Finally, the propositions regarding the valid adjustment ranges of the incentive parameter with respect to the economic, social and hybrid benefits of the public sector and the economic benefit of the private sector are suggested. The dynamic incentive model enables to achieve a flexible contract to handle uncertainties on the PPP project to ensure the benefits of the public sector while protecting the benefit of the private sector. The economic, social and hybrid benefits of the public sector and the economic benefit of the private sectors can be respectively realized through adjusting the reward–punishment coefficient under different adjustment ranges and different importance. The incentive model is able to ensure the benefits of the public sector while protecting the benefit of the private sector by controlling the private sector's effort level unknown to the public sector. The dynamic incentive model helps implement a flexible PPP contract to handle uncertainties during the operation period, thus controlling the effort level of the private sector and ensuring the benefits of the public sector while protecting the economic benefit of the sector. It enables to clarify the quantitative relationships between the operation performance, the benefits of the stakeholders, the effort level of the private sector and the reward–punishment coefficient. This study contributes to the domain knowledge of the incomplete contract theory for designing a flexible PPP contract with dynamic incentive and supervision mechanism by applying the microeconomic and principal–agent theories.

Zhang, S B, Chen, J and Fu, Y (2020) Contract complexity and trust in construction project subcontracting. Engineering, Construction and Architectural Management, 27(09), 2477–500.