Preventing post‐contractual opportunism by an option to switch from one contract to another

Boukendour, Saïd

doi:10.1080/01446190701392994

Cited by 36 publications

(24 citation statements)

References 7 publications

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“…Earlier work on the theory derived from the field of economics and grounded in the study of information asymmetries is often credited to Spence and Zeckhauser (1971) for exploring the relationship between parties and their utility in an insurance contract. The principal-agent theory has evolved and is now widely applied in understanding the relationship or partnerships between parties in many other industry and business sectors such as corporate finance (de la Bruslerie and Deffains-Crapsky, 2008), political science, labour and financial economics (Keser and Willinger, 2007) as well as contracting (Muller and Turner, 2005;Boukendour, 2007;Hensher and Stanley, 2008).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Service delivery and performance monitoring in PFI/PPP projects

Robinson

Scott²

2009

Construction Management and Economics

107

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Value for money in a PFI project depends crucially on performance monitoring to provide incentives for improvement and to ensure that service delivery is in accordance with the output specification. However, the effectiveness of performance monitoring and output specification cannot be fully assessed until PFI projects become operational. There is a need to examine the role of the performance monitoring mechanism in ensuring that 'value for money' is achieved throughout the delivery of services. Based on semi-structured interviews with key stakeholders from the public and private sectors, the case studies suggest that there are low levels of performance deductions in PFI projects during the operational phase. However, the complexity of performance measurement, inadequate resources for performance monitoring and the difficulties in the interpretation of the output specification raise questions as to whether the low level of deductions truly reflect the actual level of services delivered. There is also evidence of the public sector forgoing entitled deductions in the 'spirit of partnership' and in exchange for minor contract variations in the output specification. Both the public and private sectors are undergoing a learning process which should lead to improvements in future PFI contracts.Service delivery, performance monitoring, output specification, PFI/PPP projects,

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Section: Theoretical Backgroundmentioning

confidence: 99%

Service delivery and performance monitoring in PFI/PPP projects

Robinson

Scott²

2009

Construction Management and Economics

107

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“…Flubbing, negligence, and fraudulence Popov & Simonova (2006) Incomplete Contracts Contracts with gaps or missing provisions Boukendour (2007) not always discussed in the literature in this manner. Inherent trust in relationships can mitigate fears of opportunism (Ross et al, 1997).…”

Section: Developing the Conceptual Lens Of Opportunismmentioning

confidence: 97%

“…Although opportunism can be present in any form of interaction (Popov & Simonova, 2006), it is more likely in situations involving contracts with gaps or missing provisions (Boukendour, 2007). The lack of formality is observed as a key antecedent for opportunistic behaviour in which one party slyly interprets the terms of the agreement according to its own interests (Nunlee, 2005).…”

Section: Developing the Conceptual Lens Of Opportunismmentioning

confidence: 98%

“…Different streams of literature, including economics (Boukendour, 2007;Popov & Simonova, 2006;Williamson, 1979Williamson, , 1985Williamson, , 1993, organizational theory (S. Carson, Madhok, & Wu, 2006;Wuyts & Geyskens, 2005), and marketing (Heide, Wathne, & Rokkan, 2007;Jap, 2001Jap, , 2007Nunlee, 2005), explore opportunism in either a business-to-business or interorganizational context. Most of this work emphasizes the antecedents of opportunism (Nunlee, 2005;Popov & Simonova, 2006;Rindfleisch & Heide, 1997), the results and consequences of opportunism (Jap, 2001;Ross, Anderson, & Weitz, 1997), and strategies and tools for minimizing opportunism (Boukendour, 2007; Downloaded by [University of Waterloo] at 04:46 15 December 201404:46 15 December et al, 2006Heide et al, 2007;Hill, 1990;Wuyts & Geyskens, 2005). However, the impact of opportunism on the performance of RM in the service provider-consumer context is not sufficiently discussed.…”

Section: Introductionmentioning

confidence: 99%

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When Relationship Marketing Goes Wrong: Opportunism and Consumer Well-Being in Consumer-Bank Relationships

Elsharnouby

Parsons

2013

Journal of Relationship Marketing

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This article revisits debates surrounding the ethics of relationship marketing in the context of bank-consumer relationships in Egypt.The argument develops the conceptual lens of opportunism, observing that an insight into opportunistic behaviour can help to understand why, when implemented, relationship marketing may often play out in unintended (and often unethical) ways. The article describes an interpretive analysis of 25 interviews with Egyptian bank consumers. Two overlapping sets of opportunistic behaviours emerge as potentially unethical: offering differing levels of service to consumers according to their profitability and exploiting the knowledge asymmetry between the consumer and the bank through complex agreements. A third theme that cuts across these behaviours is the dominance of a performance-driven culture in banks, which means that sales targets and other performance measures are often prioritised by staff over consumer needs and well-being. In closing, the article explores possible mechanisms to counter or minimise opportunistic behaviours.

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“…This is of particular interest in the construction industry where opportunism has been identified as a core problem for clients (Boukendour, 2007;Reve & Levitt, 1984;Winch, 1989).…”

Section: Clients' Dynamic Capabilitiesmentioning

confidence: 99%

Developing Capabilities for Public Construction Clients

Adam

Lindahl

Josephson

2015

Proceedings of the 19th International Symposium on Advancement of Construction Management and Real Estate

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Clients in the public sector face a large number of challenges in designing, procuring and managing major construction projects in a manner that is conducive to the organization's overall goals. The role of the client in bringing about successful project completion has more recently been emphasized with a growing number of studies focusing on developing dynamic client capabilities that facilitate the handling of a project through all of its different phases.Though the capabilities of the client carries immense importance in all construction projects, the importance is further exacerbated by the sheer scale of the projects involved in major construction projects, a development which has prompted governmental agencies to inquire into ways to improve processes in the client organization.To address such inquiries, this paper which is based on a literature review, explores the types of dynamic capabilities that emerge with respect to public construction clients and in particular, if and how a specific client capability influences a specific project outcome. The mapping of capabilities constitutes a theoretical foundation for a forthcoming empirical study on the same topic.

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Preventing post‐contractual opportunism by an option to switch from one contract to another

Cited by 36 publications

References 7 publications

Service delivery and performance monitoring in PFI/PPP projects

Service delivery and performance monitoring in PFI/PPP projects

When Relationship Marketing Goes Wrong: Opportunism and Consumer Well-Being in Consumer-Bank Relationships

Developing Capabilities for Public Construction Clients

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