A model for supporting inter‐organizational relations in the supply chain

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract The construction industry is highly fragmented and adversarial in nature, which has resulted in it being criticized for its poor project performance and lack of innovation. To improve performance, particularly interorganizational relations, organizations need to consider the formation of alliances with their project partners. Some construction organ-izations are beginning to initiate short-term alliances with their customers and suppliers as part of a supply chain management strategy. However, such short-term alliances inhibit feedback, which in turn supports learning and the development of mutual trust and cooperation. It is proffered that construction organizations should consider developing long-term alliances, so as to enable parties to form learning alliances. The implications of forming different types of strategic alliances/partnering in construction are discussed. An inter-organizational model that can be used to support learning and is founded on the principles of total quality management (TQM) is described. A case study is used to demonstrate that cooperative relationships can be used to cultivate a culture for reflective learning and mutual trust, beyond merely project-specific performance improvements.

Revisiting the adoption of innovative products on Australian road infrastructure projects

“…The construction industry has long been criticized for its highly fragmented and adversarial project relationships, resulting in poor project performance and low levels of innovation (Love et al, 2002). Contractual relations comprise the contractual terms within a governing relationship, generally encompassing the risk apportionment, allocation of responsibilities, reimbursement mechanisms and the relationships (Cox and Thompson, 1997).…”

Quality management case studies in the UK construction industry

“…Formoso et al (2002) 2002/Brazil Developed a model for managing the product development process in house building based on two case studies. Love et al (2002) 2002/China Used the approach to demonstrate that cooperative relationships in a TQM organisation could cultivate a culture of mutual trust in the construction industry's supply chain. Mitropoulos and Howell (2002) 2002/US Made use of a case study to investigate the problems that occurred during the design process of a renovation project and to propose changes to improve the quality of the process.…”

Trust influencing factors in main contractor and subcontractor relationships during projects

“…Thus interest on how construction supply chains can be collaboratively managed continues to grow, particularly with evidence from the manufacturing sector on how the use of alliance-type arrangements has enhanced business performance (Love et al, 2002). Walker (2007) reiterated the need to integrate both upstream and downstream firms that contribute to the construction process and in particular, making it possible for subcontractors and suppliers to contribute to design, programming and other areas of collaboration.…”