A Review of the Concepts and Definitions of the Various Forms of Relational Contracting

Steve Rowlinson · Yan Ki Fiona Cheung

46 citations0/0 files storedQUT ePrints (Queensland University of Technology)

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Construction Project Management and Performance Public-Private Partnership Projects Value Engineering and Management

Abstract

Construction project teams are unique entities, created through a complex integration of factors, with inter-disciplinary players, varying roles, responsibilities, goals and objectives (Goodman and Chinowsky, 1996). Collaboration and teamwork are therefore crucial since sharing up-to-date information between participants leads to minimising errors, reduction of time delays and breaking the widespread rework cycle, which allows a sustainable relationship between participants to evolve. Benefits of collaborative, rather than adversarial, working relationships within construction organisations are well documented (Walker and Hampson, 2003). Successful sustainable relationships rely on relational forms of exchange characterised by high levels of trust. However, it was shown in the past that the construction industry has a stronger preference for distrust rather than the full benefits of cooperation (Wood and McDermott, 1999). There is a need for culture change to bring about increased cooperation between parties on a long-term basis. With relational contracting, based on the sustainable relationship and trust, a win-win situation can be created for both the client and contractor. The development of trust between organisations is seen as a function of the length of the relationship between them (Bresnen and Marshall, 2000a). It is also believed that the construction industry is one which requires lots of trust between participants due to the high uncertainty in the industry. This paper aims to look at the how traditional procurement methods are changing and moving towards sustainable procurement forms through the relational contracting approach. A critical review on first and second generation partnering will be presented, followed by a discussion of how change in procurement culture, towards sustainable business relationships, can be investigated.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 46 citations exist upstream.

References

1989Collaborate with your competitors and win 1994Collaborative advantage: The art of alliances 1981The New Social Contract: An Inquiry into Modern Contractual Relations 1993The contracts of individuals and organizations 1955The Dynamics of Bureaucracy 2000Partnering in construction: a critical review of issues, problems and dilemmas 1992When giants learn to dance : mastering the challenges of strategy, management, and careers in the 1990s 2000Building partnerships: case studies of clientcontractor collaboration in the UK construction industry

Cited by

2009Built environment procurement practice: Impediments to innovation and opportunities for changes 2005Alliancing in Australia—No-Litigation Contracts: A Tautology?2014Using Social Interaction Theory to Promote Successful Relational Contracting between Clients and Contractors in Construction

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.