Non-traditional Procurement Systems

  • Titus Ebenezer KwofieEmail author
  • Clinton Aigbavboa
  • Wellington Thwala


Evidence from the construction industry reveal an urgent need for a change in culture and attitude and transition from fragmentation and adversarial relationship to a more cooperative, integrated and collaborative working relationship. This calls for a drive towards exploring alternative procurement methods as a move away from the prevailing adversarial traditional procurement models. Against this background, various alternative procurement models belong to the group generally referred to as the non-traditional procurement systems. These alternative procurement models are deemed to have benefit of encouraging collaborative working, improved relationships, integrated process and effective cooperation. However, it has been noted that the construction industry has been slow the uptake of these alternative procurement models as well as lacking understanding of how their benefits can be optimized. In spite of their increasing popularity in the global construction industry, an in-depth understanding of the various typologies, their inherent attributes and the critical factors for their performance is lacking. In this chapter, an insight is provided on non-traditional procurement typologies and establishes the critical factors for their success and optimized benefit. In the wake of the changing business environment characterized by tense competitiveness and wide global linkages in the construction industry, this knowledge is timely to facilitate the adoption of the most appropriate alternative procurement towards effective and efficient interorganization collaborative management systems in project delivery.


Non-traditional procurement Collaborative working Efficient inter-organization Management systems 


  1. Abdi, M., & Aulakh, P. (2017). Locus of uncertainty and the relationship between contractual and relational governance in cross-border interfirm relationships. Journal of Management, 43(3), 771–803.CrossRefGoogle Scholar
  2. Abrahams, A., & Cullen, A. (1998). Project alliances in the construction industry. Australia Construction Law Newsletter, 62, 31–36.Google Scholar
  3. AIA and AIACC. (2007). Integrated project delivery: A guide. Retrieved from (11/02/2020).
  4. AIA. (2009). Lessons learned from applied integrated project delivery. Retrieved from (11/02/2020).
  5. AIA. (2010). Integrated project delivery: Case studies. Sacramento, CA: American Institute of Architects California Council.Google Scholar
  6. AIA California Council. (2007). Integrated project delivery: A working definition. January 22, 2020.
  7. Aimin, Y., & Barbara, G. (2001). Negotiating control and achieving performance in international joint ventures: A conceptual model. Journal of International Management, 7, 295–315.Google Scholar
  8. Anand, B., & Khanna, T. (2000). How entrepreneurial firms can benefit from alliances with large partners. Academy of Management Executive, 15, 139–148.Google Scholar
  9. Andersen, M. G., & Katz, R. B. (1998). Strategic sourcing. The International Journal of Logistics Management, 9(1), 1–14.CrossRefGoogle Scholar
  10. Anvuur, A. M., & Kumaraswamy, M. M. (2007). Conceptual model of partnering and alliancing. Journal of Construction Engineering and Management, 133(3), 225–234.CrossRefGoogle Scholar
  11. Bamford, J. D., Gomes-Casseres, B., & Robinson, M. S. (2003). Mastering alliance structure: A comprehensive guide to design, measure, and organization. San Francisco, CA: Jossey-Bass.Google Scholar
  12. Barlow, J. (2000). Innovation and learning in complex offshore construction projects. Research Policy, 29, 973–989.CrossRefGoogle Scholar
  13. Beach, R., Webster, M., & Campbell, K. M. (2005). An evaluation of partnership development in the construction industry. International Journal of Project Management, 23(8), 611–621.CrossRefGoogle Scholar
  14. Belev, G., Berg, A. C., & Doll, A. J. (2004). A guide to the project management body of knowledge (pp. 269–297), 3rd edn, Project management institute, four campus boulevard, Newtown Square, Pennsylvania, USA.Google Scholar
  15. Bennett, J., & Grice, A. (1990). Procurement systems for building. In P. S. Brandon (Ed.), Quantity surveying techniques: New directions (pp. 243–262). BSP Professional Books.Google Scholar
  16. Bennett, J., & Jayes, S. (1995). Trusting the team: The best practice guide to partnering in construction. Centre for Strategic Studies in Construction/Reading Construction Forum, Reading.Google Scholar
  17. Bennett, J., & Jayes, S. (1998). The seven pillars of partnering. Reading Construction Forum, Reading.Google Scholar
  18. Beugelsdijk, S., Koen, C. I., & Noorderhaven, N. G. (2006). Organizational culture and relationship skills. Organization Studies, 27(6), 833–854.CrossRefGoogle Scholar
  19. Black, C., Akintoye, A., & Fitzgerald, E. (2001). An analysis of success factors and benefits of partnering in construction. International Journal of Project Management, 18, 423–434.CrossRefGoogle Scholar
  20. Bouchlaghem, D., Shang, H., Anumba, C. J., Cen, M., Miles, J., & Taylor, M. (2005). ICT-enabled collaborative working environment for concurrent conceptual design. Architectural Engineering and Design Management, 1(4), 261–280.CrossRefGoogle Scholar
  21. Bresnen, M. (2010a). Keeping it real? Constituting partnering through boundary objects. Construction Management & Economics, 28(6), 615–628.CrossRefGoogle Scholar
  22. Bresnen, M. (2010b). Keeping it real? Constituting partnering through boundary objects. Construction Management and Economics, 28(6), 615–628.CrossRefGoogle Scholar
  23. Bresnen, M., & Marshall, N. (2000). Building partnerships: Case studies of client-contractor collaboration in the UK construction industry. Construction Management and Economics, 18, 819–832.CrossRefGoogle Scholar
  24. Bresnen, M., & Marshall, N. (2002). The engineering or evolution of co-operation? A tale of two partnering projects. International Journal of Project Management, 20(7), 497–505.Google Scholar
  25. Broom, J. (2002). Procurement routes for partnering: A practical guide. London: Thomas Telford.CrossRefGoogle Scholar
  26. Brown, M., Falk, A., & Fehr, E. (2004). Relational contracts and the nature of market interactions. Econometrica, 72(3), 747–780.zbMATHCrossRefGoogle Scholar
  27. Brown, A. D., & Starkey, K. (1994). The effect of organizational culture on communication and information. Journal of Management Studies (Oxford), 31(6), 807–828.CrossRefGoogle Scholar
  28. Bygballe, L. E., Dewulf, G., & Levitt, R. E. (2015). The interplay between formal and informal contracting in integrated project delivery. Engineering Project Organization Journal, 5(1), 22–35.CrossRefGoogle Scholar
  29. Cannon, S., (2006, October). Procurement Management Journal, UK.Google Scholar
  30. Chan, A. P., Chan, D. W., & Yeung, J. F. (2010). Relational contracting for construction excellence: Principles, practices and case studies. Abingdon: Spon Press.Google Scholar
  31. Chan, E. H. W., & Tse, R. Y. C. (2003). Cultural considerations in international construction contracts. Journal of Construction Engineering and Management, 129(4), 375–381.CrossRefGoogle Scholar
  32. Chen, C. J. (2003). The effects of environment and partner characteristics on the choice of alliance forms. International Journal of Project Management, 21(2), 115–124.CrossRefMathSciNetGoogle Scholar
  33. Chen, L., & Manley, K. (2014). Validation of an instrument to measure governance and performance on collaborative infrastructure projects. Journal of Construction Engineering and Management, 140(5), 04014006. Scholar
  34. Chen, L., Manley, K., Lewis, J., Helfer, F., & Widen, K. (2018). Procurement and governance choices for collaborative infrastructure projects. Journal of Construction and Engineering Management, 144(8), 04018071.CrossRefGoogle Scholar
  35. Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM) people, process and technology. Business Process Management Journal, 9(5), 672–688.CrossRefGoogle Scholar
  36. Chen, H., & Tien, H. C. (2007). Application of peer-to-peer network for real-time online collaborative computer aided design. Journal of Computing in Civil Engineering, 21(2), 112–121.CrossRefGoogle Scholar
  37. Cheng, E. W. L., Li, H., & Love, P. E. D. (2000). Establishment of critical success factors for construction partnering. Journal of Management in Engineering, 16(2), 84–92.CrossRefGoogle Scholar
  38. Cheung, S. O., Ng, T. S. T., Wong, S. P., & Suen, H. C. H. (2003). Behavioral aspects in construction partnering. International Journal of Project Management, 21(5), 333–343.CrossRefGoogle Scholar
  39. Chitkara, K. K. (2005). Project Management—Planning, Scheduling and Controlling. New Delhi: Tata McGraw Hill.Google Scholar
  40. Cicmil, S., & Marshall, D. (2005). Insights into collaboration at the project level: Complexity, social interaction and procurement mechanisms. Building Research and Information, 33(6), 523–535.CrossRefGoogle Scholar
  41. Colledge, B. (2005). Relational contracting creating—value beyond the project. Lean Construction Journal, 2(1), 30–45.Google Scholar
  42. Cravens, D., Cravens, K., & Piercy, N. (2002). Assessing the performance of strategic alliances: Matching metrics to strategies. European Management Journal, 18, 529–541.CrossRefGoogle Scholar
  43. Das, T. K., & Teng, B. S. (2001). Trust, control, and risk in strategic alliances: An integrated framework. Organizations Studies, 22(2), 251–283.CrossRefGoogle Scholar
  44. Davis, P. R., & Walker, D. H. T. (2009). Building capability in construction projects: A relationship-based approach. Engineering, Construction and Architectural Management, 16(5), 475–489.CrossRefGoogle Scholar
  45. Dawood, N., Akinsola, A., & Hobbs, B. (2002). Development of automated communication of system for managing site information using internet technology. Automation in Construction, 11(3), 552–572.Google Scholar
  46. Demirkan, H. (2005). Generating design activities through sketches in multi-agent systems. Automation in Construction, 14(6), 699–706.CrossRefGoogle Scholar
  47. Dewulf, G., & Kadefors, A. (2012). Collaboration in public construction-contractual incentives, partnering schemes and trust. Engineering Project Organization Journal, 2(4), 240–250.CrossRefGoogle Scholar
  48. Diallo, A., & Thuillier, D. (2005). The success of international development projects: Trust and communication: An African perspective. International Journal of Project Management, 23(3), 237–252.CrossRefGoogle Scholar
  49. Doloi, H. (2009). Relational partnerships: The importance of communication, trust and confidence and joint risk management in achieving project success. Construction Management and Economics, 27(11), 1099–1109.CrossRefGoogle Scholar
  50. Donato, M. (2016). The influence of resource dependency on collaboration in the construction supply chain. Victoria: Victoria University.Google Scholar
  51. Donato, M., Ahsan, K., & Shee, H. (2015). Resource dependency and collaboration in construction supply chain: Literature review and development of a conceptual framework. International Journal of Project Management, 8(3), 344–364.Google Scholar
  52. Dozzi, P., Hartman, F., Tidsbury, N., & Ashraf, R. (1996). More stable owner–contractor relationships. Journal of Construction Engineering and Management, ASCE, 122(1), 30–35.CrossRefGoogle Scholar
  53. Drexler, J. A., & Larson, E. W. (2000). Partneering: Why project owner-contractor relationships change. Journal of Construction Engineering and Management, ASCE, 126(4), 293–297.CrossRefGoogle Scholar
  54. Duan, G., & Zhou, L. (2006). Study on product collaborative design system based on TeamCenter. WSEAS Transactions on Computers, 5(6), 1383–1388.Google Scholar
  55. Egbu, C. O., & Robinson, H. S. (2005). Construction as a knowledge-based industry. In C. Anumba, C. Egbu, & P. Carillo (Eds.), Knowledge Management construction (pp. 31–49). Oxford: Blackwell Publishing.CrossRefGoogle Scholar
  56. Elmuty, D., & Kathawala, Y. (2001). An overview of strategic alliances. Management Decision, 39(3), 205–218.CrossRefGoogle Scholar
  57. Eriksson, P. (2010). Partnering: What is it, when should it be used, and how should it be implemented? Construction Management and Economics, 28(9), 905–917.CrossRefGoogle Scholar
  58. Eriksson, P. E. (2017). Procurement strategies for enhancing exploration and exploitation in construction projects. Journal of Financial Management of Property and Construction, 22(2), 211–230.CrossRefGoogle Scholar
  59. Ey, W., Zuo, J., & Han, S. (2014). Barriers and challenges of collaborative procurements: An exploratory study. International Journal of Construction Management, 14(3), 148–155.CrossRefGoogle Scholar
  60. Fellow, R. F., & Hancock, R. (1994). Conflict resulting from cultural differentiation: An investigation of the new engineering contract. Council of International Construction Research and Documentation Proc., Construction Conflict: Management and Resolution, CIB, Rotterdam, The Netherlands (pp. 259–267).Google Scholar
  61. Fong, P. S. W., & Lung, B. W. C. (2007). Interorganizational teamwork in the construction industry. Journal of Construction Engineering and Management, 133(2), 157–168.CrossRefGoogle Scholar
  62. Gordon, C. M. (1994). Choosing appropriate construction contracting method. Journal of Construction Engineering and Management, 120(1), 196–210.CrossRefMathSciNetGoogle Scholar
  63. Gottlieb, S. C., & Jensen, J. S. (2012). Making sense of partnering: Discourses, governance and institutional change. Engineering Project Organization Journal, 2(3), 159–170.CrossRefGoogle Scholar
  64. Green, S. D. (1999) Partnering: the propaganda of corporatism? In S. O. Ogunlana (Ed.), Profitable Partnering in Construction Procurement, CIB W92 and CIB TG23 Joint Symposium (pp. 3–14). London: E&FN Spon.Google Scholar
  65. Green, S. D., Fernie, S., & Weller, S. (2005). Making sense of supply chain management: A comparative study of aerospace and construction. Construction Management and Economics, 23(6), 579–593.CrossRefGoogle Scholar
  66. Greenham, P. (2007). Alliancing: A Glimpse of the real world view. Melbourne: Minter Ellison.Google Scholar
  67. Hamza, A., Djebarni, R., & Hibberd, P. (1999). The implications of partnership success within the UK construction industry supply chain. In S. O. Ogunlana (Ed.), Profitable Partnering in Construction Procurement, CIB W92 and CIB TG23 Joint Symposium (pp. 39–46). London: E&FN Spon.Google Scholar
  68. Harmon, K. M. J. (2003). Conflicts between owner and contractors: Proposed intervention process. Journal of Management and Engineering, 19(3), 121–125.Google Scholar
  69. Hartmann, A., & Bresnen, M. (2011). The emergence of partnering in construction practice: An activity theory perspective.Engineering project organization journal, 1(1), 41–52.Google Scholar
  70. Hartmann, A., Davies, A., & Frederiksen, L. (2010). Learning to deliver service-enhanced public infrastructure: Balancing contractual and relational capabilities. Construction Management and Economics, 28(11), 1165–1175.CrossRefGoogle Scholar
  71. Hauck, A. J., Walker, D. H. T., Hampson, K. D., & Peters, R. J. (2004). Project alliancing at national museum of Australia—Collaborative process. Journal of Construction Engineering and Management, 130(1), 143–152.CrossRefGoogle Scholar
  72. Hellard, R. (2002). Project partnering: Principle and practice. London: Thomas Telford.Google Scholar
  73. Henisz, W. J., & Zelner, B. A. (2005). Legitimacy, interest group pressures, and change in emergent institutions: The case of foreign investors and host country governments. Academy of Management Review, 30, 361–382.Google Scholar
  74. Henisz, W. J., Levitt, R. E., & Scott, W. R. (2012). Toward a unified theory of project governance: Economic, sociological and psychological supports for relational contracting. Engineering Project Organization Journal, 2(1–2), 37–55.CrossRefGoogle Scholar
  75. Hoetker, G., & Mellewigt, T. (2009). Choice and performance of governance mechanisms: Matching alliance governance to asset type. Strategic Management Journal, 30(10), 1025–1044.CrossRefGoogle Scholar
  76. Holzer, D., Tengono, Y., & downing, S. (2007). Developing a framework for linking intelligence from multiple professions in the AEC industry. In A. Dong, A. V. Moere, J. S. Gero (Eds.), Computer aided architectural design futures (CAADFutures). Dordrecht: Springer.Google Scholar
  77. Hughes, W., Champion, R., & Murdoch, J. (2015). Construction contracts: Law and management. New York: Routledge.CrossRefGoogle Scholar
  78. Ibrahim, C. K. I. C., Sabri, N. A. M., Belayutham, S., & Mahamadu, A. (2019). Exploring behavioural factors for information sharing in BIM projects in the Malaysian construction industry. Built Environment Project and Asset Management, 9(1), 15–28.CrossRefGoogle Scholar
  79. Ingirige, B., & Sexton, M. (2006). Alliances in construction: Investigating initiatives and barriers for long-term collaboration. Engineering, Construction and Architectural Management, 13(5), 521–535.CrossRefGoogle Scholar
  80. Jacobsson, M., & Roth, P. (2014). Towards a shift in mindset: Partnering projects as engagement platforms. Construction Management and Economics, 32(5), 419–432.CrossRefGoogle Scholar
  81. Jeffries, F. L., & Reed, R. (2000). Trust and adaptation in relational contracting. Academy of Management Review, 25(4), 873–882.CrossRefGoogle Scholar
  82. Judge, W. Q., & Dooley, R. (2006). Strategic alliance outcomes: A transaction cost perspective. British Journal of Management, 17, 23–37.CrossRefGoogle Scholar
  83. Kaplan, S., Schenkel, A., Krogh, G. V. & Weber, C. (2001). Knowledge-based theories of the firm in strategic management: a review and extension. MIT Sloan Working Paper, 4216-01.Google Scholar
  84. Kent, D. C., & Becerik-Gerber, B. (2010). Understanding construction industry experience and attitudes toward integrated project delivery. Journal of Construction Engineering and Management, 136(8), 815–825.CrossRefGoogle Scholar
  85. Kling, E., & Burley, S. (1991). Joint ventures in Europe. In European community joint ventures (Chap. 1, p. 1). Butterworths.Google Scholar
  86. Knott, T. (1996). No business as usual: An extraordinary north sea result. London: The British Petroleum Company.Google Scholar
  87. Krishnan, R., Geyskens, I., & Steenkamp, J. (2016). The effectiveness of contractual and trust-based governance in strategic alliances under behavioral and environmental uncertainty. Strategic Management Journal, 37(12), 2521–2542.CrossRefGoogle Scholar
  88. Kumaraswamy, M. M., & Dissanayaka, S. M. (2001). Developing a decision support system for building project procurement. Building and Environment, 36(3), 337–349.CrossRefGoogle Scholar
  89. Kwan, A. Y., & Ofori, G. (2001). Chinese culture and successful implementation of partnering in Singapore’s construction industry. Construction Management and Economics, 19(6), 619–632.CrossRefGoogle Scholar
  90. Kwok, H. C. A., Then, D., & Skitmore, M. (2000). Risk management in Singapore construction joint ventures. Journal of Construction Research, 1(2), 139–149.Google Scholar
  91. Kwon, I. W., & Suh, T. (2005). Trust, commitment and relationships in supply chain management: A path analysis. Supply Chain Management: An International Journal, 10(1), 26–33.CrossRefGoogle Scholar
  92. Laan, A., Noorderhaven, N., Voordijk, H., & Dewulf, G. (2011). Building trust in construction partnering projects: An exploratory case-study. Journal of Purchasing & Supply Management, 17(2), 98–108.CrossRefGoogle Scholar
  93. Lahdenperä, P. (2012). Making sense of the multiparty contractual arrangements of project partnering, project alliancing and integrated project delivery. Construction Management and Economics, 30(1), 57–79.CrossRefGoogle Scholar
  94. Lahdenperä, P. (2017). Towards a coherent theory of project alliancing: Discovering the system’s complex mechanisms yielding value for money. Construction Economics and Building, 17(2), 41–61.CrossRefGoogle Scholar
  95. Lamont, Z. (2001). Performing through partnering. Civil Engineering, 144(February), 3.Google Scholar
  96. Larson, E., & Drexler, J. A. (1997). Barriers to project partnering: Report from the firing line. Project Management Journal, 28(2), 46–52.Google Scholar
  97. Lee, J., Han, J., Paik, S., Kim, W., Jeon, H., & Choi, K. (2012). A method for the application of IPD to domestic construction industry through SWOT analysis. Journal of the Architectural Institute of Korea, 281(3), 99–106.Google Scholar
  98. Leung, M. Y., Ng, S. T., & Cheung, S. O. (2004). Measuring construction project participant satisfaction. Construction Management and Economics, 22(3), 319–331.CrossRefGoogle Scholar
  99. Li, H., Cheng, E. W. L., & Love, P. E. D. (2000). Partnering research in construction. Engineering, Construction and Architectural Management, 7(1), 76–99.CrossRefGoogle Scholar
  100. Li, J., Lam, K., & Qian, G. M. (2001). Does culture affect behaviour and performance of firms? The case of joint ventures in China. Journal of International Business Studies, 32(1), 115–131.CrossRefGoogle Scholar
  101. Li, J., Zhou, C., & Zajac, E. J. (2009). Control, collaboration, and productivity in international joint ventures: Theory and evidence. Strategic Management Journal, 30(8), 865–884.CrossRefGoogle Scholar
  102. Lichtig, W. A. (2005). Sutter health: Developing a contracting model to support lean project delivery. Lean Construction Journal, 2(1), 105–112.Google Scholar
  103. Lichtig, W. A. (2006). The integrated agreement for lean project delivery. Constructions Lawyer, 26(3), 1–8.Google Scholar
  104. Ling, F., Peng Chong, T., Yan, N., Albert, T., & Asanga, G. (2015). Effect of adoption of relational contracting practices on relationship quality in public projects in Singapore. Engineering, Construction and Architectural Management, 22(2), 169–189.CrossRefGoogle Scholar
  105. Lloyd-Walker, B. M., Mills, A. J., & Walker, D. H. T. (2014). Enabling construction innovation: the role of a no-blame culture as a collaboration behavioural driver in project alliances. Construction Management and Economics, 32(3), 229–245.CrossRefGoogle Scholar
  106. Loosemore, M. (1999). International construction management research cultural sensitivity in methodological design. Construction Management and Economics, 17(5), 553–561.CrossRefGoogle Scholar
  107. Lou, M. M., Liew, P. S., Gu, N., & Ding, L. (2005). An agent approach to supporting collaborative design in 3D virtual worlds. Automation in Construction, 14(2), 189–195.CrossRefGoogle Scholar
  108. Love, P. E. D., Davis, P., Baccarini, D., Wilson, G., & Lopez, R. (2008). Procurement selection in the public sector: A tale of two states. Paper presented at 2008 CRC Construction Innovation Conference: Clients Driving Innovation. Gold Coast, Australia.Google Scholar
  109. Love, E. D., & Gunasekarn, A. (1999). Learning Alliances: A customer – supplier focus for continuous improvement in manufacturing. Industrial and Commercial Trading, 31(3), 88–96.CrossRefGoogle Scholar
  110. Love, P. E. D., Mistry, D., & Davis, P. R. (2010). Price competitive alliance projects: Identification of success factors for public clients. Journal of Construction and Engineering Management, 136(9), 947–956.CrossRefGoogle Scholar
  111. Love, P. E. D., Skitmore, M., & Earl, G. (1998). Selecting a suitable procurement method for a building project. Construction Management and Economics, 16(2), 221–233.CrossRefGoogle Scholar
  112. Lu, P., Guo, S. P., Qian, L. M., He, P., & Xu, X. Y. (2015). The effectiveness of contractual and relational governances in construction projects in China. International Journal of Project Management, 33(1), 212–222.CrossRefGoogle Scholar
  113. Luu, D. T., Ng, S. T., & Chen, S. E. (2005). Formulating procurement selection criteria through case-based reasoning approach. ASCE Journal of Computing in Civil Engineering, 19(3), 269–276.CrossRefGoogle Scholar
  114. Manley, K. (2002). Partnering and alliancing on road projects in Australia and internationally. Road and Transport Research, 11(3), 46–60.Google Scholar
  115. Matthews, O., & Howell, G. A. (2005). An integrated project delivery: An example of relational contracting. Lean Construction Journal, 2(1), 46–61.Google Scholar
  116. Mead, S. T. (1999). Communication effectiveness in intranet based construction projects. Unpublished Ph.D. thesis, Department of Civil and building engineering, Loughorough, University, Loughorough, UK.Google Scholar
  117. Middlebrooks, B. (2008). Integrated project delivery in practice. Journal of Structural Engineering, 9(12), 28–30.Google Scholar
  118. Mockler, K. R. (2001). Making decisions on enterprise-wide strategic alignment in multinational alliances. Management Decision, 39(2), 90–98.CrossRefGoogle Scholar
  119. Molenaar, K. R., Sobin, N., & Antillon, E. I. (2010). A synthesis of best value procurement practices for sustainable design-build projects in the public sector. Journal of Green Building, 5(4), 148–157.CrossRefGoogle Scholar
  120. Morledge, R., Smith, A., & Kashiawagi, D. T. (2006). Building procurement. Oxford: Blackwell Publishing Ltd.Google Scholar
  121. Morwood, R., Scott, D., & Pitcher, I. (2008). Alliancing: A participant’s guide. Brisbane: Maunsell AECOM.Google Scholar
  122. Naoum, S., & Mustapha, F. (1995). Relationship between the building team, procurement methods and project performance. Journal of Construction Procurement, 1(1), 50–63.Google Scholar
  123. Ng, S. T., Rose, T. M., Mak, M., & Chen, S. E. (2002). Problematic issues associated with project partnering – The contractor perspective. International Journal of Project Management, 20, 437–449.CrossRefGoogle Scholar
  124. Ngowi, A. B., & Pienaar, E. (2005). Trust factor in construction alliances. Building Research & Information, 33(3), 267–278.CrossRefGoogle Scholar
  125. Ning, Y., & Ling, F. Y. Y. (2015). The effects of project characteristics on adopting relational transaction strategies. International Journal of Project Management, 33(5), 998–1007.CrossRefGoogle Scholar
  126. Norwood, S. R., & Mansfield, N. R. (1999). Joint venture issues concerning European and Asian construction markets of the 1990’s. International Journal of Project Management, 17(2), 89–93.CrossRefGoogle Scholar
  127. Osipova, E., & Eriksson, P. E. (2011). How procurement options influence risk management in construction projects. Construction Management and Economics., 29(11), 1149–1158.CrossRefGoogle Scholar
  128. Otter, A. F. H. J. (2005). Design team communication using a project website. Ph.D. thesis, Bouwstenen 98, Technische Universiteit Eindhoven, Eindhoven.Google Scholar
  129. Parkhe, A. (1993). Strategic alliance structuring: a game theoretic and transaction cost examination of interfirm cooperation. Academy of Management Review, 36(4), 794–829.Google Scholar
  130. Parrish, K., Wong, J. M., Tommelein, I. D., & Stojadinovic, B. (2008). Set-based design: A case study on innovative hospital design. In P. Tzortzopoulos & M. Kagioglou (Eds.), Proceedings of the 16th Annual Conference of the International Group for Lean Construction (IGLC-16) (pp. 413–423). International Group of Lean Construction, Manchester.Google Scholar
  131. Patel, T. (2007). The role of dynamic cultural theories in explaining the viability of international strategic alliances: A focus on Indo-French alliances. Management Review, 45(10), 1532–1559.Google Scholar
  132. Perlberg, B. (2009). Contracting for integrated project delivery: ConsensusDOCS. In V. O. Schinnerer, Md. Chevy Chase (Eds.), Proceedings of the 48th Annual Meeting of Invited Attorneys.Google Scholar
  133. Perrenoud, A., Lines, B. C., Savicky, J., & Sullivan, K. T. (2017). Using best-value procurement to measure the impact of initial risk-management capability on qualitative construction performance. Journal of Management and Engineering, 33(5), 1–8.Google Scholar
  134. Perry, M., & Sanderson, D. (1998). Coordinating joint design work: The role of communication and artefacts. Design Studies, 19(3), 273–288.CrossRefGoogle Scholar
  135. Pett, T. L., & Dibrell, C. C. (2001). A process model of global strategic alliance formation. Business Process Management Journal, 7(4), 349–361.CrossRefGoogle Scholar
  136. Phua, F. T. T., & Rowlinson, S. (2003). Cultural differences as an explanatory variable for adversarial attitudes in the construction industry: The case of Hong Kong. Construction Management and Economics, 21(7), 777–785.CrossRefGoogle Scholar
  137. Poppo, L., & Zenger, T. (2002). Do formal contracts and relational governance function as substitutes or complements. Strategic Management Journal, 23(8), 707–725.CrossRefGoogle Scholar
  138. Pryke, S. D. (2004). Analysing construction project coalitions: Exploring the application of social network analysis. Construction Management and Economics, 22(8), 787–797.CrossRefGoogle Scholar
  139. Pryke, S. D. (2005). Towards a social network theory of project governance. Construction Management and Economics, 23(9), 927–939.CrossRefGoogle Scholar
  140. Pryke, S., & Pearson, S. (2006). Project governance: Case studies on financial incentives. Building Research and Information, 34(6), 534–545.CrossRefGoogle Scholar
  141. Rahman, M., & Kumaraswamy, M. M. (2002). Joint risk management through transactionally efficient relational contracting. Construction Management and Economics, 20(1), 45–51.CrossRefGoogle Scholar
  142. Rahman, M. M., & Kumaraswamy, M. M. (2004). Contracting relationship trends and transitions. Journal of Management in Engineering, 20(4), 147–161.CrossRefGoogle Scholar
  143. Rahman, M. M., & Kumaraswamy, M. M. (2005). Relational selection for collaborative working arrangements. ASCE Journal of Construction Engineering and Management, 131(10), 1087–1098.Google Scholar
  144. Rahman, M. M., & Kumaraswamy, M. M. (2012). Multi-country perspectives of relational contracting and integrated project teams. Journal of Construction Engineering and Management, 138(4), 469–480.CrossRefGoogle Scholar
  145. Rahman, M. M., Kumaraswamy, M. M., & Ling, F. Y. Y. (2007). Building a relational contracting culture and integrated teams. Canadian Journal of Civil Engineering, 34(1), 75–88.CrossRefGoogle Scholar
  146. Ranganathan, C., & Lerpittayapoom, N. (2002). Towards a conceptual framework for understanding strategic alliance in e-commerce. In Proceedings of the 35th Hawaii International Conference on System Sciences, Hawaii, January 7–10.Google Scholar
  147. Rao, B. P., & Swaminathan, V. (1995). Uneasy alliances: Cultural incompatibility or culture shock. In Proceedings of the Association of Management 13th Annual International Conference, Vancouver, Canada.Google Scholar
  148. Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy Management of Journal, 49(3), 433–458.CrossRefGoogle Scholar
  149. Ren, Z., Anumba, C. J., Hassan, T. M., Augenbroe, G., & Mangini, M. (2006). Collaborative project planning: A novel approach through an e-engineering hub—A case study of seismic risk analysis. Computers in Industry, 57(3), 218–230.CrossRefGoogle Scholar
  150. Reuer, J., & Devarakonda, S. (2016). Mechanisms of hybrid governance: Administrative committees in non-equity alliances. Academy Management of Journal, 59(2), 510–533.CrossRefGoogle Scholar
  151. Robson, M. (2002). Partner selection in successful strategic alliances: The role of cooperation. Journal of General Management, 28(1), 1–15.CrossRefGoogle Scholar
  152. Ross, J. (2006). Project alliancing: Practitioners’ guide. Melbourne: The Department of Treasury and Finance.Google Scholar
  153. Rowlinson, S., Cheung, F., Simons, R., & Rafferty, A. (2006). Alliancing in Australia—no-litigation contracts: a tautology? Journal of Professional Issues in Engineering Education and Practice, 132(1), 77–81.CrossRefGoogle Scholar
  154. Sakal, M. (2005). Project alliancing: A relational contracting mechanism for dynamic projects. Lean Construction Journal, 2(1), 67–79.Google Scholar
  155. Salvato, C., Reuer, J., & Battigalli, P. (2017). Cooperation across disciplines: A multilevel perspective on cooperative behaviour in governing interfirm relations. The Academy of Management annals, 11(2), 960–1004.CrossRefGoogle Scholar
  156. Sha, K. (2016). Relational contracting in China’s building sector: Potentialities and challenges. International Journal of Architecture, Engineering and Construction, 5(4), 207–216.CrossRefMathSciNetGoogle Scholar
  157. Sillars, D. N., & Kangari, R. (2004). Predicting organizational success within a project-based joint venture alliance. Journal of Construction Engineering and Management, 130(4), 500–508.CrossRefGoogle Scholar
  158. Sive, T. (2009). Integrated project delivery: Reality and promise, a strategist’s guide to understanding and marketing IPD. Society for Marketing Professional Services Foundation.Google Scholar
  159. Sørensen, J. B. (2002). The strength of corporate culture and the reliability of firm performance. Administrative Science Quarterly, 47(1), 70–91.CrossRefGoogle Scholar
  160. Stock, G. N., McFadden, K. L., & Gowen, C. R. (2007). Organizational culture, critical success factors, and the reduction of hospital errors. International Journal of Production Economics, 106(2), 368–392.CrossRefGoogle Scholar
  161. Suprapto, M., Bakker, H. L., & Mooi, H. G. (2015). Relational factors in owner-contractor collaboration: The mediating role of teamworking. International Journal of Project Management, 33(6), 1347–1363.CrossRefGoogle Scholar
  162. Taylor, J. B. (1999). A historical analysis of monetary policy rules. In J. B. Taylor (Ed.), Monetary Policy Rules, Chicago: University of Chicago Press.Google Scholar
  163. Tennant, S., & Fernie, S. (2012). The commercial currency of construction framework agreements. Building Research & Information, 40(2), 209–220.CrossRefGoogle Scholar
  164. Thomas, S. R., Tucker, R., & Kelly, W. (1999). Compass: an assessment tool for improving project team communications. Project Management Journal, 30(4), 15–23.CrossRefGoogle Scholar
  165. Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. International Journal of Project Management, 21(1), 1–8.CrossRefGoogle Scholar
  166. Tyler, A., & Matthews, J. (1996)/ An evaluation of definitions and key elements of partnering. Paper presented at the RICS International Research Conference Cobra 1996, University of West England, Bristol, 19–20 September.Google Scholar
  167. Vaaland, T. I. (2004). Improving project collaboration: Start with the conflicts. International Journal Project Management, 22(6), 447–454.CrossRefGoogle Scholar
  168. Van Vijfeijken, H., Kleingeld, A., Van Tujil, H., Algera, J. A., & Thierry, H. (2002). Task complexity and task, goal and reward independence in group performance management: A prescriptive model. European Journal of Work and Organizational Psychology, 11(3), 363–383.CrossRefGoogle Scholar
  169. Walker, D., & Hampson, K. (eds). (2003). Procurement strategies: A relationship-based approach. Oxford: Blackwell Science.Google Scholar
  170. Walker, D. H. T., & Rahamani, F. (2016). Delivering a water treatment plant project using a collaborative project procurement approach. Construction Innovation. Information, Process, Management, 16(2), 158–184.CrossRefGoogle Scholar
  171. Wheelen, T. L., & Hungar, D. J. (2000). Strategic management and business policy (pp. 125–134). New York, NY: Addison Wesley.Google Scholar
  172. Wikforss, Ö., & Lofgren, A. (2007). Rethinking communication in construction. Journal of Information Technology in Construction, 12, 337–346.Google Scholar
  173. Winch, G. M. (2010). Managing construction projects. Chichester, West Sussex: Wiley.Google Scholar
  174. Wong, P. S. P., Cheung, S. O., & Ho, P. K. M. (2005). Contractor as trust initiator in construction partnering—Prisoner’s dilemma perspective. Journal of Construction Engineering and Management, 131(10), 1045–1053.CrossRefGoogle Scholar
  175. Wood, G. (2005). Partnering practice in the relationship between clients and main contractors. RICS Paper series, Vol. 5 No. 2, RICS, London.Google Scholar
  176. Wood, G., & McDermott, P. (1999). Searching for trust in the UK construction industry: an interim view. In S. O. Ogunlana (Ed.), Profitable Partnering in Construction Procurement, CIB W92 and CIB TG23 Joint Symposium, London, E&FN Spon (pp. 107–16).Google Scholar
  177. Xie, X., Thorpe, A., & Baldwin, A. N. (2000). A survey of communication issues in construction design. In Akintoye, A. (Ed.), 16th Annual ARCOM Conference, 6–8 September 2000, Glasgow Caledonian University. Association of Researchers in Construction Management (Vol. 2, pp. 771–780).Google Scholar
  178. Xie, C., Wu, D., Luo, J., & Hu, X. (2010). A case study of multi-team communications in construction design under supply chain partnering. Supply Chain Management: An International Journal, 15(5), 363–370.CrossRefGoogle Scholar
  179. Xue, X., Shen, Q., & Ren, Z. (2010). Critical review of collaborative working in construction projects: Business environment and human behaviors. Journal of Management in Engineering, 26(4), 196–208.CrossRefGoogle Scholar
  180. Yasuda, H. (2005). Formation of strategic alliances in high-technology industries: A comparative study of the resource-based theory and the transaction-cost theory. Technovation, 25, 763–770.CrossRefGoogle Scholar
  181. Yeung, K., Zhou, H., Yeung, A. C. L., & Cheng, T. C. E. (2012). The impact of third-party logistics providers’ capabilities on exporters’ performance. International Journal of Production Economics, 135(2), 741–753.Google Scholar
  182. Young-Ybarra, C., & Wiersema, M. (1999). Strategic flexibility in information technology alliances: The influence of transaction cost economics and social exchange theory. Organization Science, 10(4), 439–459.CrossRefGoogle Scholar
  183. Zimina, D., Ballard, G., & Pasquire, C. (2012). Target value design: Using collaboration and a lean approach to reduce construction cost. Construction Management and Economics, 30(5), 383–398.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Department of Construction Management and Quantity SurveyingUniversity of JohannesburgJohannesburgSouth Africa
  2. 2.Department of ArchitectureKwame Nkrumah University of Science and TechnologyKumasiGhana

Personalised recommendations