2010
DOI: 10.1061/(asce)co.1943-7862.0000208
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Price Competitive Alliance Projects: Identification of Success Factors for Public Clients

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Cited by 88 publications
(77 citation statements)
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References 40 publications
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“…This theoretical contribution advanced the research outcomes on the complementary relationship between contractual and relational governance [22][23][24][25][26] and revealed the mechanism as to how improved performances are generated by optimally sharing partners' complementary resources and by fostering their combined capabilities. (2) Existing research typically focuses on only one theoretical perspective [24], and there is a lack of a coherent framework to address the interactions of the key alliance factors, including jointly tendering, equity, trust, effective communication, problem resolution, incentives, and strategic partnership [15,28,29,37,[39][40][41]. This study has incorporated the key factors into an integrated framework of alliance functional process and promoted the theoretical understanding of how alliance achievements can arise from the interactions of these factors.…”
Section: Discussionmentioning
confidence: 99%
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“…This theoretical contribution advanced the research outcomes on the complementary relationship between contractual and relational governance [22][23][24][25][26] and revealed the mechanism as to how improved performances are generated by optimally sharing partners' complementary resources and by fostering their combined capabilities. (2) Existing research typically focuses on only one theoretical perspective [24], and there is a lack of a coherent framework to address the interactions of the key alliance factors, including jointly tendering, equity, trust, effective communication, problem resolution, incentives, and strategic partnership [15,28,29,37,[39][40][41]. This study has incorporated the key factors into an integrated framework of alliance functional process and promoted the theoretical understanding of how alliance achievements can arise from the interactions of these factors.…”
Section: Discussionmentioning
confidence: 99%
“…Incentive schemes should be not only linked to design problem resolution processes but also tied with final hydropower EPC project outcomes, enabling designers to have strong motivations and necessary resources to achieve better design performance [9,15,33,41]. Successful delivery of hydropower EPC projects will form a sound basis for contractors and designers to establish long-term strategic partnerships, which facilitates joint tendering for future hydropower EPC projects to expand their international market share [39,40].…”
Section: Alliancementioning
confidence: 99%
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“…Salicru (2010) emphasized that trust and respect are vital for alliance teams to improve their relationships significantly, as this indicator is the most common source of conflict in alliances. Love et al (2010) added that when there is a lack of trust in an alliance, confidence in best-for-project unanimous decision-making may be risked and opportunities for innovation can be missed. Another example based on the Yeung et al (2008) study is that in partnering, the commitment of top management is regarded as 'excellent' when the percentage of attendance is at 84.09% and above, while in this study, only when the percentage of PAB attendance at 93.39% and above is performance regarded as 'excellent'.…”
Section: Discussionmentioning
confidence: 99%
“…The contract is designed around a non-adversarial legal and commercial framework with all disputes and conflicts resolved from within the alliance (Henneveld 2006). This type of project delivery can lead to improved project outcomes and value for money, in part due to the increased level of integration and cooperation between planners, design teams, contractors and operators (Love et al 2010).…”
Section: Project Alliancingmentioning
confidence: 99%