“Win-win strategy” for sustainable relationship between general contractors and subcontractors in international construction projects

Lee, Jung Ki; Han, Seung Heon; Jang, Woosik; Jung, Wooyong

doi:10.1007/s12205-017-1613-7

Cited by 18 publications

(10 citation statements)

References 39 publications

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“…Walker and Jacobsson (2014) refer to this essential quality as a sink-or-swim together mindset and highlight its importance towards maintaining the high level of momentum required for successful project implementation. Furthermore, Lee et al (2018), Osipova andEriksson (2011, 2013) as well as Rahman and Kumaraswamy (2005b) also confirm the contribution of common interests, present in Factor 8, to the building of successful collaborative working arrangements. Along the same lines, Bishop et al (2009) and Osipova (2014) make the point that when the project stakeholders fail to share the same whole-life cost perceptions and prioritise their own profits, there is no common ground for collaboration.…”

Section: Practical Applications Strategic Implementationmentioning

confidence: 64%

“…Specifically, a close-ended questionnaire survey was designed to elicit the opinions of various project stakeholders representing clients, contractors, sub-contractors/suppliers, consultants/project managers and designers concerning the collaborative ethos and associated practices required for the JRM implementation. The use of questionnaire has been widely applied to collect professional views in studies relating to construction project risk management (Lee et al, 2018;Perez et al, 2017;Hwang et al, 2013;Osipova and Eriksson, 2011;Roumboutsos and Anagnostopoulos, 2008;Wang et al, 2004;Santoso et al, 2003). In total, 500 emails were sent and 70 responses were received resulting in a 14 per cent response rate.…”

Section: Methodsmentioning

confidence: 99%

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Joint risk management and collaborative ethos

Marinelli

Salopek

2019

JEDT

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Purpose Based on experience from the UK construction industry, this paper aims to capture the dimensions of the collaborative ethos required for successful implementation of Joint Risk Management, i.e. the cooperative and dynamic risk management approach that continues into the post-contract stage and is jointly undertaken by different project stakeholders. Design/methodology/approach A mixed methods research approach involving semi-structured interviews and a questionnaire survey was adopted to provide the basis for the statistical analysis encompassing descriptive statistics, non-parametric tests and exploratory factor analysis. Findings The analysis highlights the critical role of team integration achieved through the diffusion of collaborative values at strategic and practical level. Relevant applications include early stakeholder engagement, common goals and interests, team building activities and contractual flexibility. Originality/value This research is beneficial for the industry and academia as it enhances the understanding of an under-utilised management tool and highlights the requirements for its successful implementation.

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Section: Practical Applications Strategic Implementationmentioning

confidence: 64%

Section: Methodsmentioning

confidence: 99%

Joint risk management and collaborative ethos

Marinelli

Salopek

2019

JEDT

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“…The most common mitigation measures suggested were conducting an appropriate feasibility study, obtaining insurance for political risks, maintaining amicable relationships with local government and writing suitable contract clauses. According to Lee et al (2017a, b), to reduce high-level international risks and mitigate cost and schedule overrun, construction firms include the following reserves during the bidding stage: (1) a contingency reserve to cover potential changes and (2) a management reserve to cover unplanned changes. The level of these reserves' mark-up cost is generally a function of associated project risk (Dikmen et al , 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

Risk mitigation modelling of international construction projects executed by Indian firms: a structural equation modelling approach

Viswanathan

Jha

2020

ECAM

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PurposeA number of previous studies have investigated international construction project risks and have proposed risk mitigation measures without examining their interdependence. The purpose of the current study is to identify the influence of various risk mitigation measures on macro-level risk factors in the international marketplace.Design/methodology/approachThe authors initially identified 26 risk variables and nine risk mitigation measures through a literature review, which were then verified for their pertinence to international projects by three experts. Subsequently, 105 questionnaire survey responses were collected and analysed using factor analysis and structural equation modelling to test the interrelations between the risk variables and mitigation measures.FindingsThe findings suggest that joint ventures with local partners is emerged as the most critical risk mitigation measure that influences the international projects, which are exposed to political, project and firm-specific risk factors. Further, it is worth noting that among the recognised risk mitigation measures in international projects, offering more local employment is the least critical mitigation measure in the international projects.Research limitations/implicationsThe findings of this study are based on the macro-risk factors encountered by Indian construction firms in international projects, mostly from specific Asian and African regions. Thus, the opinions of construction firms from the developed countries might be different.Originality/valueThe main contribution of this study to existing knowledge is empirical evidence of the interrelationships between risk mitigation measures and risk factors that are portrayed as latent variables of different manifest risk variables. The generated model can assist construction firms in emphasising several risk mitigation methods, in order to reduce risk and enhance performance in international construction projects.

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“…When followers actively contribute to supply chain integration, sharing information with the leader, participating in the planning process, and boosting transparency in business decisions (Mahamid, 2017), it is possible to leverage capabilities and create benefits for both (Rhee and Cho, 2016). A good interface between followers and leaders may increase the followers' performance, reducing risk, time and cost and increasing quality (Lee et al, 2017). Consequently, the following hypothesis is proposed:…”

Section: Supply Chain Leadership Supply Chain Followership and Performancementioning

confidence: 99%

The influence of supply chain leadership and followership on organizational performance

Fontoura

Coelho

2020

BJM

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PurposeThe purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.Design/methodology/approachThe study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.FindingsFindings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.Research limitations/implicationsThe research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.Originality/valueThe study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.

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“Win-win strategy” for sustainable relationship between general contractors and subcontractors in international construction projects

Cited by 18 publications

References 39 publications

Joint risk management and collaborative ethos

Joint risk management and collaborative ethos

Risk mitigation modelling of international construction projects executed by Indian firms: a structural equation modelling approach

The influence of supply chain leadership and followership on organizational performance

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