Trust is crucial for achieving optimum benefits from supply chain integration and collaboration in the construction sector. Yet relationships between main contractors and subcontractors continue to be influenced by issues that promote vicious circles of distrust. This research investigates the trust influencing factors in main contractor-subcontractor relationships on projects. Empirical data was gathered from across four case studies through semi-structured interviews, non-participant observations and document reviews, and analysed using thematic analysis. Findings revealed that the change management process, economic climate, payment practices, perceptions of future work opportunities, job performance and the project-specific context influence trustfulness and trustworthiness of the different parties. The findings also imply that stronger trust in the main contractor's supply chain can only be realised and sustained through promotion of trustworthiness-induced rather than benefit-induced trustfulness.
Conflicts between project participants have been identified in various construction industry reports as being one of the principal causes of poor performance on construction projects. These conflicts occur at the interface level in one respect because participants have different objectives and different organizational cultures which define their approach to work and relationship with the other project participants. This research was therefore undertaken to investigate and identify the organizational cultures of two significant players in the project coalition - architects and contractors - on the premise that by revealing specific cultural characteristics and orientations, establishing significant areas of difference and initiating discussion on some of the implications for conflicts and project performance, the context would have been set for assessing and understanding the behaviour of these project participants. A questionnaire survey based on some specific indices of organizational culture conducted on these two groups of participants revealed that in terms of specific traits, significant differences exist in task organization, sources of power and influence, control and coordination, formality, people issues and nature of tasks. The implications are that conflicts are likely to occur within the project coalition at the interface level where human interaction elements occur and this could detract from achieving project objectives. Awareness of these differences, however, improves the chances of achieving the right balance when constructing the team and this could lead to the development of synergy and good 'project chemistry' with positive consequences for overall project performance.Architects, construction industry, contractors, organizational culture, project coalition,
Purpose -The purpose of this paper is to delineate "senior managers'" perception of the competencies required by project managers (PMs) in Ghana for mass house building projects (MHBPs) and to discuss the implication of the findings for professional training and development. Design/methodology/approach -Drawing on a well-acclaimed organizational psychology theory of job performance, a structured questionnaire survey was used to elicit data from managing directors (MDs) of homebuilders belonging to the Ghana Real Estate Developers Association (GREDA). The data were analyzed using multiple regression techniques (stepwise) Findings -Of 64 competencies operationalised, seven are perceived to be important. Originality/value -The findings provide PMs in Ghana an understanding of the competency profile their superiors (i.e. MDs) use in judging their performance. This should therefore help the PMs to align their professional development towards improving their skills on these competencies. Homebuilders can also apply the findings to make an informed and objective judgement in the profiling, recruitment and maintenance of PMs who have the appropriate skills and competencies. The implication of the findings for developing a continuing professional development (CPD) agenda in the Ghanaian mass house building industry is discussed. The discourse provides useful lessons for the construction industry in developing countries such as those in the sub-Saharan African (SSA) Region.
PurposeIt is widely recognised that improving project delivery in construction requires a consideration of the culture within the project organisation that is often associated with fragmentation, antagonism, mistrust, poor communication, finger‐pointing, machismo, and sexism. Many have thus called for cultural change on construction projects. However, change can only take place when there is an understanding of the drivers of culture within the construction project organisation (CPO). Given the argument in cultural theory that culture reflects distinct adaptations to the environments in which people operate, this research seeks to look for empirical evidence that the culture of the CPO is associated with particular features of construction projects.Design/methodology/approachA mixed methodology approach was employed with qualitative data collected through semi‐structured interviews, and quantitative data on project features and cultural orientations collected through a questionnaire survey of UK contractors.FindingsFactor analysis revealed five principal cultural dimensions: workforce orientation, performance orientation, team orientation, client orientation, and project orientation. It was found that these five dimensions are associated with a number of key project features, in particular project size, complexity, influence of participants like the quantity surveyor, client and main contractor, the level of importance of cost and health and safety (H&S), location, and the number of variations. Significantly, no evidence was found to confirm that the procurement approach adopted influenced culture.Originality/valueThe findings provide some insight into the cultural consequences of project features, awareness of which is essential if appropriate strategies are to be developed to mitigate the negative impacts of culture.
This is the unspecified version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractSubcontracting is noted for its adverse health and safety (H&S) influence in construction.Using interviews with five of the top 20 UK contractors and one medium-sized contractor, this study explored how main contractors manage the H&S influence of subcontracting with a focus on their in-house measures. Some in-house measures found are: restricting the layers of subcontractors on projects; working with a regular chain of subcontractors; implementing a H&S reward scheme for subcontractors; and insisting on non-working subcontractor foremen who have direct responsibility for the safety of workers in their trade. These measures appear to be influenced by clients, industry peer groups, and the moral justification for occupational H&S, and they offer inter-organisational learning opportunities for contractors in devising measures to mitigate the H&S influence of subcontracting. These findings should also allay concerns that removing some of the legislative hurdles in connection with on-going red tape debate will result in poorer H&S.
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