Does the IPD concept deliver as required and expected, and if not, how can that be explained? This paper is a critical realist inspired methodology based on a combination of the inductive and deductive approaches used in case study research. IPD is based on relational contracting between multiple parties, in this case between the Owner, Contractor, MEP subcontractors and a group of Consulting engineers who share control of the project. At the core of the concept is shared risk and opportunities among the parties in the IPD contract. Our theoretical perspectives are based mainly on the Principal-Agent theory (PA), Transaction Cost theory (TC), and its related incentives. This paper reports on a study of the development of an existing public hospital that is constructing first a psychiatry and then a somatic building. The data collection in the paper is mainly in connection with the construction of the psychiatry building in 2018. Our findings show that IPD represents a game-changer in the behaviours and the organizing of AEC (Architect-Engineer-Construction) projects, ex-post IPD-contract. We identify examples of swapping occurring that require deep collaboration, which stems from changes in the commercial incentives. However, different individual incentives coupled with accompanying mindsets and opportunistic behaviour are still part of everyday life and are linked to people's past experiences, which can be understood as contextual conditions. In addition, the decision-making processes were not effective and characterized by revisiting previous decisions.

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Despite growing interest in Relational Contracting (RC), few studies have comprehensively investigated the qualities required for a successful RC project. Macneil's ten norms are principles of behaviour in contracts based on the application of relational contract theory and play an essential role in the formation and agreement of parties and their commitment to means and objectives. In contributing a missing dimension to the RC approach in construction, the purpose of this research is to conduct a systematic review of studies of relational contracting to answer the question: In what ways can the influence of RC theory be observed in the management strategies and outcomes of relational projects? Macneil's norms are used to provide a link between strategies and outcomes as a way of understanding RC and its influence on collaboration between the project actors in determining project outcomes. The results provide new insights with a view of consolidating extant literature and contributing through mapping practice back to theory. Findings show that the norms are evident in projects but with varied application and realisation in practice. This paper offers managerial implications and future research directions to investigate and capture the part played by the norms as mechanisms in construction projects.

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In construction the procurement phase is the connection between the definition phase and execution. Thereby it establishes crucial preconditions for success (or failure) in execution by establishing a shift from competition to collaboration as the fundamental logic in the relationship between customer and supplier. The paradox of the procurement of projects in general and collaborative projects in particular is its aim of establishing collaboration through means of competition.The paper presents a literature study of methods used in the client's procurement of teams in collaborative project delivery models such as Integrated Project Delivery (IPD), Alliancing and others. Five procurement methods are identified: Direct Negotiations (DN), Team-Based Procurement (TBP), dual Target Outturn Cost (dTUC), Competitive Dialogue (CD) and Best Value Procurement (BVP). Three methods for comparing alternatives are also identified: Weight Rating Calculating (WRC), Best Value Selection (BVS) and Choosing by Advantage (CBA).The paper discusses public procurement, procuring the team in one or several steps, early or late setting of targets related to Target Value Design (TVD), the use of qualitative and quantitative evaluation, the need to adjust the procurement method, and the need for information and training. The possibility of procurement based on design solution is also presented.