Pursuing “relational integration” and “overall value” through “RIVANS”

Abstract

Purpose The paper seeks to consider relational integration across a network of organisational members. To this end, “relationally integrated value networks” (RIVANS) are conceptualised to engage and empower network members towards well‐focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired “overall value” that includes the hitherto often neglected “whole life” and end‐user priorities. Design/methodology/approach Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions. Findings Relational integration in networks adds considerable value to projects. Cross‐fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers. Research limitations/implications Relational agendas have grown steadily over the last 15 years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re‐emerging cost focus. Practical implications Each network can benefit from healthy inputs from, and benchmarking against, other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities. Originality/value The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets.

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