Price Competitive Alliance Projects: Identification of Success Factors for Public Clients

Love, Peter E.D.; Mistry, Dina; Davis, Peter

doi:10.1061/(asce)co.1943-7862.0000208

Cited by 88 publications

(77 citation statements)

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%

“…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%

“…Studies of the critical components of alliance have been conducted by many researchers by identifying the key factors of alliance. The main key factors identified include jointly tendering, equity, trust, effective communication, problem resolution, incentives, and strategic partnership [15,28,29,37,[39][40][41].…”

Section: Alliancementioning

confidence: 99%

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Improving Design Performance by Alliance between Contractors and Designers in International Hydropower EPC Projects from the Perspective of Chinese Construction Companies

et al. 2018

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Extant literature lacks a systematic framework addressing the mechanisms of the alliance functional process and its impacts on management activities together with performance in delivering Engineering-procurement-construction (EPC) projects. This study quantitatively investigates the cause-effect relationships among these themes by building and validating a conceptual model of contractor-designer alliance in international hydropower EPC projects. With the support of data collected from an industry survey, the results reveal the key design problems, application of contractor-designer alliance, design management level and performance, which form a sound basis for design management emphasis in EPC activities, e.g., sufficiently considering sustainability of hydropower projects by incorporating environmental, social, and economic factors into designs. The path analysis indicates that the contractor-designer alliance can not only improve design performance by enhancing design management, but also directly promote design performance. This research has significant contributions to the body of knowledge by building interdisciplinary linkages between the areas of alliance, design management, and performance, theoretically demonstrating the mechanism of how interfirm cooperation functions to achieve superior design outcomes of hydropower EPC projects. Understanding these causal relationships will be crucial for contractors and designers to optimally allocate their complementary resources for seeking better design solutions in dealing with both technical issues and sustainability factors.

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Section: Discussionmentioning

confidence: 99%

Section: Alliancementioning

confidence: 99%

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Improving Design Performance by Alliance between Contractors and Designers in International Hydropower EPC Projects from the Perspective of Chinese Construction Companies

et al. 2018

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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%

Establishment of Performance Scales for Team Integration Assessment

Ibrahim

Costello

Wilkinson

2014

AJCEB-Conerence Series

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The increased use of the alliance model in recent years highlights the importance of integration practice among multi-disciplinary teams, as it promotes a collaborative culture and the continuity of equitable relationships to improve project performance. If continuous improvement in project alliances is to be achieved through the use of integrated teams, then a means of assessing how well teams integrate and how team integration changes over time, needs to be introduced. In response to that need, an Alliance Team Integration Performance Index (ATIPI) has been developed as part of a wider study to develop an assessment tool for team integration in road construction alliance projects in New Zealand. In this paper, a set of Key Indicators (KIs) of team integration practice and the Quantitative Measures (QMs) for each KI are first introduced and then, in order to enhance the associated ATIPI model, the establishment of scales for the performance levels, namely 'poor', 'average', 'good', 'very good' and 'excellent', for each KI are described. The establishment of performance scales will help ensure that the assessment of team integration practice is quantified in a consistent and objective manner.

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“…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%

A Comparison of Project Alliancing and Lean Construction

Young¹,

Hosseini²,

Lædre³

2017

25th Annual Conference of the International Group for Lean Construction

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As the adoption of both alliancing and lean in the construction industry has started becoming more prevalent, knowledge of the alignment of Lean Construction with alliancing could be valuable to practitioners looking at adopting lean project delivery. This paper contributes to addressing this issue by providing insight into the relationship between the alliancing project delivery method and Lean Construction project delivery through the review of a literature review, interviews and a document study. A major driver of alliancing is to deliver value for money to the client, so it comes as a surprise that, to this date, alliancing has yet to fully capitalize on the Lean Construction operating system to drive the pursuit of maximum value. The inclusion of a lean operating system would require only minor changes to the existing structure of a standard project alliancing agreement. Alliancing could essentially remain the same, both structurally and commercially, while incorporating Lean Construction methods and tools into its operating system. In the right circumstances, this combination could be used to deliver greater value to the client.

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Price Competitive Alliance Projects: Identification of Success Factors for Public Clients

Cited by 88 publications

References 40 publications

Improving Design Performance by Alliance between Contractors and Designers in International Hydropower EPC Projects from the Perspective of Chinese Construction Companies

Improving Design Performance by Alliance between Contractors and Designers in International Hydropower EPC Projects from the Perspective of Chinese Construction Companies

Establishment of Performance Scales for Team Integration Assessment

A Comparison of Project Alliancing and Lean Construction

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