Analytical and Conceptual Perspectives toward Behavioral Elements of Collaborative Delivery Models in Construction Projects

Abstract

Collaborative models and working practices have considerably contributed to the evolution of construction project delivery in the last four decades. The promising performance results of construction projects with collaborative delivery models are mostly attributed to their behavioral elements (e.g., mutual trust), which have been frequently mentioned in the literature. However, the interrelationships between these behavioral elements as well as the enablers of these behavioral elements are two knowledge gaps which need to be addressed. Therefore, this study aims to fill the mentioned knowledge gaps by addressing the behavioral elements of collaborative project delivery models from analytical and conceptual perspectives. To do so, a systematic literature review was undertaken by locating 201 relevant studies and reviewing them. This was followed by the thematic analysis of the obtained research data and the development of a model for meeting this study’s objectives. The findings present a model, illustrating the behavioral elements of collaborative delivery models in construction projects, their interrelationships, as well as their enablers. The model reveals that the establishment of equality and mutual respect between project team members is a fundamental step toward mutual trust and open communication. These findings can be insightful for the research community and project professionals interested in collaborative construction project delivery.

Success in collaborative construction through the lens of project delivery elements

“…trustworthiness, optimism, imitative, teamwork, stress tolerance, conflict management, flexibility) which contribute toward establishment of the key characteristics of collaborative construction (e.g. mutual trust, equality, respect and open communication) to work together for the good of the project (Moradi et al, 2021a(Moradi et al, , 2022. Second, the developed success model provides practical knowledge for utilizing the identified success factors based on their functionality and effect on project organization, contractual relationships, and the operational system.…”

“…mutual trust, equality, respect and open communication) to work together for the good of the project (Moradi et al. , 2021a, 2022). Second, the developed success model provides practical knowledge for utilizing the identified success factors based on their functionality and effect on project organization, contractual relationships, and the operational system.…”

“…Fourth, learning in collaborative construction occurs continuously throughout the project, not sporadically. Finally, the commercial interests of the stakeholders in collaborative construction projects are aligned, unlike the traditional construction delivery models (Ballard and Howell, 2003; Ballard, 2008; Moradi et al ., 2022). In this study, construction projects with collaborative delivery models and/or working practices are called collaborative construction projects.…”

Integrating lean construction with BIM and sustainability: a comparative study of challenges, enablers, techniques, and benefits

“…Last planner system is consisted of five components which are master scheduling (only key milestones), phase scheduling (3–6-month horizon), look ahead planning (4–8-week horizon), daily/weekly work planning and learning. More information about collaborative delivery models (including lean project delivery system) in construction projects can be found in the article published by Moradi et al (2022).…”

Implementation of circular economy in construction projects: a procurement strategy approach

“…For large-scale projects, traditional procurement methods are ineffective because of the difficulties in dealing with sustainability problems (Ershadi et al , 2021). Moreover, in the traditional construction procurement method, a contractor is often not involved in the project’s planning and design stages (Moradi et al , 2022); this lack of involvement hinders innovation and buildability in projects (Miller et al , 2009). Therefore, a change in procurement methods to facilitate the adoption of sustainability thinking is being increasingly called for.…”