Nexus of Interorganizational Trust, Principled Negotiation, and Joint Action for Improved Cost Performance: Survey of Chinese Megaprojects

Li, Qian; Yin, Zhimei; Chong, Heap‐Yih; Shi, Qianqian

doi:10.1061/(asce)me.1943-5479.0000634

Cited by 35 publications

(10 citation statements)

References 81 publications

(97 reference statements)

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“…Several studies reveal that trust is closely connected to project performance. For instance, interorganizational trust has positive effects on cost performance improvement (Li et al 2018). Furthermore, trust moderates the relationship between manager relational exchanges and project performance (Chen and Lin 2018).…”

Section: Mediation Effect Of Interorganizational Trustmentioning

confidence: 99%

Joint Contract–Function Effects on BIM-Enabled EPC Project Performance

Lee

Chong

et al. 2020

J. Constr. Eng. Manage.

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Engineering, procurement, and construction (EPC) contracting does not promote collaboration and thus, may not be suitable for building information modeling (BIM) projects. Joint-contract functions that combine contractual control, coordination, and contingency adaptability may positively influence the performance of these BIM-enabled projects. This study hypothesized that perceived fairness, calculative trust, relational trust, and positive outcomes of distrust influence the relationship between joint contract functions and BIMenabled project performance. It collected 252 observations from industry practitioners in EPC oil and gas projects and analyzed them using partial least squares structural equation modelling (PLS-SEM). The results show no direct effect of joint-contract functions on BIM-enabled EPC project performance but do show significant total and indirect relationship effects that are influenced by perceived fairness and relational trust. The findings contribute to construction contracting research by empirically showing how formal contracts focusing on joint-contract functions can influence BIM-enabled EPC project performance. The current findings also shed light on appropriate contract framing for BIM-enabled EPC project stakeholders, an area not explored in the previous literature.

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Section: Mediation Effect Of Interorganizational Trustmentioning

confidence: 99%

Joint Contract–Function Effects on BIM-Enabled EPC Project Performance

Lee

Chong

et al. 2020

J. Constr. Eng. Manage.

Self Cite

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“…Trust between team members reduces the need for control (Jiang & Lu, 2017). As a result, it plays a crucial role in conserving project costs and streamlining decision-making (Li, Yin, Chong, & Shi, 2018). For this reason, the results of the H4b hypothesis also support this understanding.…”

Section: Discussion Of Resultsmentioning

confidence: 68%

The Role of Emotional Intelligence in Project Success, Mediated by the Management of Conflict, Communication and Trust

Cavaletti¹,

Bizarrias²,

Penha³

et al. 2021

International Journal of Business, Economics and Management

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“…As temporary organizations, construction project organizations can be viewed as complex adaptive organizations, where the behaviors of participants at all levels interact and change dynamically [30]. Principled negotiation and joint cooperative action among participants within the project organizational system can play an important role in mediating conflicts, and interorganizational trust has direct and indirect positive impacts on improving cost performance [31].…”

Section: Literature Reviewmentioning

confidence: 99%

Collaborative Evolution Mechanism of PMC Project Organizational Management System from the Perspective of Organizational Conflict

Feng

Zhang

et al. 2021

Mathematical Problems in Engineering

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Limited by traditional construction project management ideas and systems, the implementation of the PMC model in China still has serious problems such as opposition and frequent conflicts. How to reveal the causes of organizational conflicts and explore the key mechanism of the implementation of the PMC model from the system perspective are urgent problems to be solved. Based on the idea of engineering system view, this paper abstracts the PMC project participants with self-organizing characteristics of the organizational management system, in which the internal structure is closely related, and defines the connotation of synergy and synergistic evolution of the PMC project organizational management system. Using the Cucker–Smale model to describe the group movement, the hierarchical system and the acceleration efficiency function of the project legal person’s free will are constructed, and the structure, movement, and development law of the system itself are emphasized to simulate the ordered evolution trend of PMC project organizational management system and reveal the intrinsic causes of conflicts in PMC project and the key mechanisms of the PMC model application. The results show that first, the intensity of information communication between PMC subjects has a significant positive contribution to the orderliness of the organizational management system; second, too much acceleration of the project legal person’s free will causes group chaos in the system, while too little slows down the group stabilization time, which has a negative impact on cost and schedule; third, the more the organizational structure of PMC contractors tends to the whole-process integrated control, the more it can drive the group to gather in an orderly manner and form a synergistic control mode combining self-organization and other organizations; and fourth, the implementation of the PMC model should focus on eliminating the traditional institutional and conceptual barriers, forming a project management model with integrated control of the whole process of the PMC project contractor and effective macro supervision of the project legal person. The research results of this paper revealed the intrinsic causes of conflicts in PMC projects and the key mechanisms of PMC model application; it can help solve the confrontational situation of PMC project participants, promote the development of the PMC model, and give full play to the investment benefits.

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Nexus of Interorganizational Trust, Principled Negotiation, and Joint Action for Improved Cost Performance: Survey of Chinese Megaprojects

Cited by 35 publications

References 81 publications

Joint Contract–Function Effects on BIM-Enabled EPC Project Performance

Joint Contract–Function Effects on BIM-Enabled EPC Project Performance

The Role of Emotional Intelligence in Project Success, Mediated by the Management of Conflict, Communication and Trust

Collaborative Evolution Mechanism of PMC Project Organizational Management System from the Perspective of Organizational Conflict

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