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E-grāmata: Building Collaborative Trust in Construction Procurement Strategies

With (University of Salford, UK), With (University of Bolton, UK), (University of Salford, UK)
  • Formāts: PDF+DRM
  • Izdošanas datums: 08-Mar-2019
  • Izdevniecība: Wiley-Blackwell
  • Valoda: eng
  • ISBN-13: 9781119492276
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Building Collaborative Trust in Construction Procurement StrategiesPalielināt
  • Formāts: PDF+DRM
  • Izdošanas datums: 08-Mar-2019
  • Izdevniecība: Wiley-Blackwell
  • Valoda: eng
  • ISBN-13: 9781119492276
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Provides a practical framework and toolkit for improved construction project outcomes based on trust and collaboration

This book explores the concept of trust as a tool in improved construction procurement strategies, and provides important insight into the influence of trust on the success of construction projects and redevelopment programs. It is a practical guide that offers readers a solid outline and expert strategies for improving project outcomes through collaboration—ultimately proving that teamwork can really make the dream work.

Building Collaborative Trust in Construction Procurement Strategies: A Practical Guide incorporates a toolkit, complete with flowcharts, to introduce certain trust building interventions within projects. It shows how initiatives and factors that influence collaborative trust can be easily implemented and embedded in construction management for improved practice. It also covers potential challenges, risks, problems, and barriers when it comes to trust. In addition, the book looks at the influences for collaborative trust in the construction industry as well as implications in practice for it in construction. It finishes by looking at the future of collaborative trust in construction procurement.

  • Teaches the importance and influence of trust on collaborative working and partnerships principles
  • Examines to what extent trust within collaborative working arrangements influences the success of collaborative working practices
  • Covers the effect that certain factors and trust building mechanisms have on collaborative working and partnerships and how they can be embedded into procurement of projects
  • Discusses what constitutes best practice and how trust in collaborative procurement practices influences the success of construction projects

Building Collaborative Trust in Construction Procurement Strategies: A Practical Guide is an excellent book for construction management professionals, including clients, consultants, and contractors. It will also serve as a helpful text for undergraduate and postgraduate students and academics.

Author Biographies xi
Foreword xiii
Mark Farmer
Foreword xv
Emeritus Professor Peter Brandon
Preface xvii
Acknowledgements xix
List of Figures
xxi
List of Tables
xxv
1 Introduction
1(6)
References
4(3)
2 Context of the Lack of Trust in the Construction Industry
7(30)
2.1 From Where Has the Lack of Trust Emerged?
7(2)
2.2 Calls for More Research into the Study of Trust in Construction Contracting
9(1)
2.3 Deficiencies with Traditional Construction Procurement
10(4)
2.4 Overall Context of Collaborative Working and Partnering Within the Construction Industry
14(1)
2.5 Why is Trust Important in Achieving More Successful Project Outcomes? Trust as a Collaborative Necessity
15(2)
2.6 The Importance for Collaborative Working and Trust in Construction
17(7)
2.6.1 Statistical and Academic Context
17(2)
2.6.2 Government Context: Reports, Codes of Practice, and Recommendations for Change
19(4)
2.6.3 Government Context: Construction Procurement in the Public Sector
23(1)
2.6.4 Industry and Professional Context
23(1)
2.7 Problems Challenging the Philosophy of Partnering: The Influence and Absence of Trust
24(5)
2.8 Summary
29(8)
References
30(7)
3 The Theory of Trust: Concept, Components, and Characteristics
37(18)
3.1 Introduction to
Chapter
37(1)
3.2 What is Trust, Distrust, and Mistrust?
37(2)
3.3 Potential Benefits of Trust: Incentives to Trust
39(1)
3.4 Composition and Characteristics of Trust
39(1)
3.4.1 Trust as a Multi-dimensional Construct
39(1)
3.4.2 Components of Trust
40(1)
3.5 Categories and Classifications of Trust
40(3)
3.5.1 Integrity, Intuitive Trust, and Competence Trust
41(1)
3.5.2 Calculus, Relational, and Institution-Based Trust
42(1)
3.5.3 System-Based, Cognition-Based, and Affect-Based Trust
42(1)
3.6 Importance, Influence, and Effects of Different Types of Trust
43(5)
3.6.1 The Relative Importance of Different Categories of Trust Within a Construction Context
43(3)
3.6.2 Influences from Conditional and Unconditional Trust
46(2)
3.7 Relationships Between Trust and Distrust
48(1)
3.8 The Dynamic Nature of Trust
49(1)
3.9 The Fragility and Robustness of Trust in a Constantly Changing and Dynamic Environment
49(2)
3.10 Summary
51(4)
References
52(3)
4 The Challenge of Trust Initiation and Formation
55(20)
4.1 Evolution of Trust from Social Sciences Perspective
55(2)
4.2 The Notion of Trustworthiness
57(1)
4.3 Mechanisms, Factors, and Processes for the Development of Trust
57(3)
4.4 Measuring the Quality of Trust
60(2)
4.5 Trust-building Mechanisms: Constructs and Attributes
62(2)
4.6 Relationship Between Trust and Conflict
64(1)
4.7 Trust as an Independent (Cause) and Dependent (Effect) Variable
65(1)
4.8 Relationships Between Trust, Risk, and Control
65(3)
4.9 Relationship Between Trust and Interdependence (Reliance)
68(2)
4.10 Summary
70(5)
References
71(4)
5 Introduction and Background to Collaborative Working and Partnering
75(16)
5.1 What is Collaborative Working and Partnering?
75(1)
5.2 Different Types and Variations of Collaborative Working
76(2)
5.3 Mechanisms for Agreeing Tender Prices Under Partnering Contracts
78(1)
5.4 Perfection Through Partnering Procurement: The Philosophy and Benefits of Teamwork and Integration of the Whole Supply Chain
79(4)
5.5 Potential Problems and Risks for Collaborative Working and Project Team Integration
83(3)
5.6 Summary
86(5)
References
87(4)
6 The Importance, Reliance, and Influence of Trust in Construction Partnering
91(20)
6.1 The Reliance and Importance of Trust for Construction Partnering
91(5)
6.2 Propensity to Trust Theories, Applied to Collaborative Working
96(4)
6.3 Trust as a Collaborative Necessity
100(3)
6.4 Relationship Between Trust and Collaborative Working as a Measure of Performance for Improved Project Outcomes
103(2)
6.5 Summary
105(6)
References
107(4)
7 Potential Problems, Barriers, and Risks for Trust in Collaborative Working
111(22)
7.1 Introduction to the Problem of Trust in Collaborative Working Relationships
111(1)
7.2 Potential Obstacles, Risks, and Difficulties
112(10)
7.2.1 Adversarial Practices, Relationships, and Behaviours
112(1)
7.2.2 The `One-Off' Project-Based Nature of Construction Contracting
113(1)
7.2.3 Resistance to Change Old Familiar Working Practices
114(1)
7.2.4 Commercial, Economic, and Contractual Pressures
115(4)
7.2.5 Influence of Legislative and Governance Measures
119(2)
7.2.6 Organisational Barriers
121(1)
7.3 Methods to Address Potential Risks, Barriers, and Problems for Trust in Partnering Practices
122(6)
7.3.1 Incentives and Problem Solving Through Teamwork
123(2)
7.3.2 Partner Selection Processes, Key Personnel, Management Skills, and Training
125(2)
7.3.3 Risk Workshops
127(1)
7.3.4 Issue Resolution Processes
127(1)
7.4 Summary
128(5)
References
129(4)
8 Factors Which Influence the Development of Trust in Construction
133(34)
8.1 Introduction to the Factors for Influencing Collaborative Trust in Partnering Strategies
133(5)
8.2 Influence of Motivational Factors on Collaborative Trust in the Construction Industry
138(5)
8.2.1 Potential Benefits of Motivational Initiatives
138(1)
8.2.2 Types of Motivational Initiatives
138(1)
8.2.3 Communication and Cooperation
139(1)
8.2.4 Training, Education, and Continual Professional Development
140(1)
8.2.5 Relationships and Teamwork
141(1)
8.2.6 Fairness and Equality
142(1)
8.3 Influence of Ethical Factors on Collaborative Trust in the Construction Industry
143(2)
8.3.1 The Importance of Ethical Considerations for Partnering
143(1)
8.3.2 The Definition of Ethics
144(1)
8.3.3 Ethics from a Professional Perspective
144(1)
8.3.4 Governance and Regulation
145(1)
8.4 Influence of Organisational Factors on Collaborative Trust in the Construction Industry
145(5)
8.4.1 The Temporary Organisational Nature of Construction Projects
145(1)
8.4.2 Alignment of Organisational Strategies
146(1)
8.4.3 Management Systems and Processes for Sharing Information
147(2)
8.4.4 Blending of Beliefs, Values, and Attitudes Within Organisational Environments
149(1)
8.5 Influence of Economic Factors on Collaborative Trust in the UK Construction Industry
150(2)
8.5.1 Economic Rewards and Risks
150(1)
8.5.2 Aligning Commercial Interests; Financial Incentives
150(2)
8.6 Summary
152(15)
References
154(13)
9 Developing a Framework of Trust-Building Mechanisms for the Partnering Toolkit
167(24)
9.1 Previous Studies as Context for the Influence of Trust-Building Mechanisms in Generating Trust Within Construction Partnering
167(2)
9.2 Regular Workshops and Review Meetings with Mutually Aligned Objectives
169(3)
9.3 Fair and Equitable Incentivisation Schemes: Transparency and Sharing of Data
172(3)
9.4 Partnering Charters Encapsulating Ethical Considerations
175(1)
9.5 Senior Management Commitment, Effective Open-Communication Strategies, and Issue-Resolution Processes
176(4)
9.6 Co-location Arrangements
180(1)
9.7 Social Networking, Teambuilding, and CPD Events
180(2)
9.8 Integrated Project Insurance (IPI) Initiative
182(1)
9.9 Compatibility and Complementary Nature of Management Systems and Joint Evaluation Processes
183(1)
9.10 Styles of Leadership and Recognition and Alignment of Organisational Strategies and Mutual Objectives
183(1)
9.11 Partner Selection Processes to Achieve Aligned Synergies
184(1)
9.12 Summary
185(6)
References
187(4)
10 A Partnering Toolkit Based on Integrated Trust-Building Mechanisms
191(22)
10.1 Introduction and Purpose of a Partnering Toolkit
191(1)
10.2 Embedding Trust-Building Mechanisms into the Partnering Toolkit as Part of Collaborative Management Strategies
191(7)
10.2.1 Relationship Management
193(1)
10.2.2 Communications Management
194(1)
10.2.3 Organisation Management
195(1)
10.2.4 Risk Management
196(2)
10.2.5 Financial Management
198(1)
10.3 Incorporating Partnering Toolkit Within Procurement Processes
198(5)
10.3.1 Appointment of a Collaboration Champion Role
198(1)
10.3.2 Staged Approach to Integration of Toolkit Through Different Design Stages
199(2)
10.3.3 Requirement for Measuring the Status of Trust and Collaboration at Regular Stages
201(2)
10.4 Tailoring the Partnering Toolkit to Suit the Nature of Projects and Their Environment
203(6)
10.5 Monitoring of the Partnering Toolkit and Influence on Project Performance
209(2)
10.5.1 Reflective Practice and Action Learning
209(1)
10.5.2 Applying Lessons Learnt for Continual Improvement of the Toolkit
209(2)
10.6 Summary
211(2)
References
212(1)
11 Implications in Practice for Collaborative Trust in Construction
213(14)
11.1 Critical Success Factors for Trust in Collaboration
213(2)
11.1.1 Improvement Measures and Encouraging Best Practice
215(1)
11.2 Embracing Trust-Building Strategies
215(3)
11.3 Fostering Trusting Relationships for Management Outcomes
218(1)
11.4 Nature of Projects and Their Suitability to Trust-Building Strategies and Collaborative Working
219(1)
11.5 Need for Evidence of Project Benefits from Collaboration Management Strategies
220(1)
11.6 Implication for Future Construction Procurement Strategies; Potential Application of the Trust-Building `Partnering Toolkit'
221(1)
11.7 Summary
222(5)
References
223(4)
12 Reflections and Closing Remarks
227(2)
References
228(1)
Appendix A Glossary of Terms
229(8)
References
234(3)
Appendix B List of Abbreviations
237(2)
Appendix C Collaboration Champion/Facilitator Services
239(4)
C.1 Introduction
239(1)
C.2 Facilitation Services
240(1)
C.2.1 Establishment of the Collaborative Project
240(1)
C.2.1.1 Kick-Off Workshop
240(1)
C.2.1.2 Risk Management Workshop
240(1)
C.2.1.3 Communications and Issue Resolution Workshop
240(1)
C.2.1.4 Performance Measurement Workshop
240(1)
C.2.1.5 Project Management Processes and Systems Workshop(s)
241(1)
C.2.2 Support for the Project Management Cycle
241(1)
C.2.2.1 Support to the Core Group
241(1)
C.2.2.2 Risk Management Meetings
241(1)
C.2.2.3 Communications and Issue Resolution Meetings
241(1)
C.2.2.4 Continual Improvement Meetings
241(1)
C.3 Summary
241(2)
Appendix D Partnering Charter (Details of project removed for confidentiality)
243(2)
Index 245
Jason Challender, PhD, is Director of Estates and Facilities at the University of Salford, UK, a member of its Senior Leadership Team, and responsible for overseeing a large department of approximately 350 estates and construction related staff. He is a Fellow and Board Director of the Royal Institution of Chartered Surveyors.

Peter Farrell, PhD, is a Reader in Construction Management at the University of Bolton, UK, with over twenty-five years' experience in higher education and sixteen years' experience in industry. He is a Fellow of both the Chartered Institute of Building and the Royal Institution of Chartered Surveyors.

Peter McDermott, PhD, is Professor of Construction Management and Procurement in the Built Environment at the University of Salford, UK, Chair of the North West Construction Hub, and a founding member and Joint Coordinator of CIB Commission W92 on Procurement Systems.
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