Rights Contact Login For More Details
More About This Title Building Collaborative Trust in ConstructionProcurement Strategies
English
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.
English
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.
English
Author biographies
Foreword by Mark Farmer
Foreword by Emeritus Professor Peter Brandon
Preface
Acknowledgements
List of Figures
List of Tables
1. Introduction
References
2. Context of the lack of trust in the construction industry
2.1 From where has the lack of trust emerged?
2.2 Calls for more research into the study of trust in construction contracting
2.3 Deficiencies with traditional construction procurement
2.4 Overall context of collaborative working and partnering within the construction industry
2.5 Why is trust important in achieving more successful project outcomes? Trust as a collaborative necessity
2.6 The importance for collaborative working and trust in construction.
2.6.1 Statistical and academic context
2.6.2 Government context; reports, codes of practice and recommendations for change
2.6.3 Government context; construction procurement in the public sector
2.6.4 Industry and professional context
2.7 Problems challenging the philosophy of partnering; the influence and absence of trust
2.8 Summary
References
3. The theory of trust; concept, components and characteristics
3.1 Introduction to chapter
3.2 What is trust distrust and mistrust?
3.3 Potential benefits of trust; incentives to trust
3.4 Composition and characteristics of trust
3.4.1 Trust as a multi-dimensional construct
3.4.2 Components of trust
3.5 Categories and classifications of trust
3.5.1 Integrity, intuitive trust and competence trust
3.5.2 Calculus, relational and institution-based trust
3.5.3 System-based, cognition-based and affect-based trust
3.6 Importance, influence and effects of different types of trust
3.6.1 The relative importance of different categories of trust within a construction industry context
3.6.2 Influences from conditional and unconditional trust
3.7 Relationships between trust and distrust
3.8 The dynamic nature of trust
3.9 The fragility and robustness of trust in a constantly changing and dynamic environment
3.10 Summary
References
4. The challenge of trust initiation and formation
4.1 Evolution of trust from a social sciences perspective
4.2 The notion of trustworthiness
4.3 Mechanisms, factors and processes for the development of trust
4.4 Measuring the quality of trust
4.5 Trust building mechanisms; constructs and attributes
4.6 Relationship between trust and conflict
4.7 Trust as an independent (cause) and dependent (effect) variable
4.8 Relationships between trust, risk and control
4.9 Relationship between trust and interdependence (reliance)
4.10 Summary
References
5. Introduction and background to collaborative working and partnering
5.1 What is collaborative working and partnering?
5.2 Different types and variations of collaborative working
5.3 Mechanisms for agreeing tender prices under partnering contracts
5.4 Perfection through partnering procurement; the philosophy and benefits of teamwork and integration of the whole supply chain
5.5 Potential problems and risks for collaborative working and project team integration
5.6 Summary
References
6. The importance, reliance and influence of trust of trust in construction partnering
6.1 The reliance and importance of trust for construction partnering
6.2 Propensity to trust theories applied to collaborative working
6.3 Trust as a collaborative necessity
6.4 Relationship between trust and collaborative working as a measure of performance for improved project outcomes
6.5 Summary
References
7. Potential problems, barriers and risks for trust in collaborative working
7.1 Introduction to the problem of trust in collaborative working relationships
7.2 Potential obstacles, risks and difficulties
7.2.1 Adversarial practices, relationships and behaviours
7.2.2 The ‘one off’ project based nature of construction contracting
7.2.3 Resistance to change old familiar working practices
7.2.4 Commercial, economic and contractual pressures
7.2.5 Influence of legislative and governance measures
7.2.6 Organisational barriers
7.3 Methods to address potential risks, barriers and problems for trust in partnering practices
7.3.1 Incentives and problem solving through teamwork
7.3.2 Partner selection processes, key personnel, management skills and training
7.4 Summary
References
8. Factors which influence the development of trust in construction.
8.1 Introduction to the factors for influencing collaborative trust in partnering strategies
8.2 Influence of motivational factors on collaborative trust in the construction industry
8.2.1 Potential benefits of motivational initiatives
8.2.2 Types of motivational initiatives
8.2.3 Communication and cooperation
8.2.4 Training, education and continual professional development
8.2.5 Relationships and teamwork
8.2.6 Fairness and equality
8.3 Influence of ethical factors on collaborative trust in the construction industry
8.3.1 The importance of ethical considerations for partnering
8.3.2 The definition of ethics
8.3.3 Ethics from a professional perspective
8.3.4 Governance and regulation
8.4 Influence of organisational factors on collaborative trust in the construction industry
8.4.1 The temporary organisational nature of construction projects
8.4.2 Alignment of organisational strategies
8.4.3 Management systems and processes for sharing information
8.4.4 Blending of beliefs, values and attitudes within organisational environments
8.5 Influence of economic factors on collaborative trust in the UK construction industry
8.5.1 Economic rewards and risks
8.5.2 Aligning commercial interests; financial incentives
8.6 Summary
References
9. Developing a framework of trust building mechanisms for the partnering toolkit
9.1 Previous studies as context for the influence of trust building mechanism in generating trust within construction partnering
9.2 Regular workshops and review meetings with mutually aligned objectives
9.3 Fair and equitable incentivisation schemes; transparency and sharing of data
9.4 Partnering charters encapsulating ethical considerations
9.5 Senior management commitment, effective open communications strategies and issue resolution processes
9.6 Co-location arrangements
9.7 Social networking, teambuilding and CPD events
9.8 Integrated project insurance (IPI) initiative
9.9 Compatibility and complementary nature of management systems and joint evaluation processes
9.10 Styles of leadership and recognition and alignment of organisational strategies and mutual objectives
9.11 Partner selection processes to achieve aligned synergies
9.12 Summary
References
10. A partnering toolkit based on integrated trust building mechanisms
10.1 Introduction and purpose of the partnering toolkit
10.2 Embedding trust building mechanisms into the partnering toolkit as part of collaborative management strategies
10.2.1 Relationship management
10.2.2 Communications management
10.2.3 Organisational management
10.2.4 Risk management
10.2.5 Financial management
10.3 Incorporating partnering toolkit within procurement processes
10.3.1 Appointment of a Collaboration Champion role
10.3.2 Staged approach to integration of toolkit through different design stages
10.3.3 Requirement for measuring the status of trust and collaboration at regular stages
10.4 Tailoring the partnering toolkit to suit the nature of projects and their environment
10.5 Monitoring of the partnering toolkit and influence on project performance
10.5.1 Reflective practice and action learning
10.5.2 Applying lessons learnt for continual improvement of the toolkit
10.6 Summary
References
11. Implications in practice for collaborative trust in construction
11.1 Critical success factors for trust in collaboration
11.2 Improvement measures and encouraging best practice
11.3 Embracing trust building strategies
11.4 Fostering trusting relationships for management outcomes
11.5 Nature of projects and their suitability to trust building strategies and collaborative working
11.6 Need for evidence of project benefits from collaboration management strategies
11.7 Implication for future construction procurement strategies; Potential application of the trust building ‘partnering toolkit’
11.8 Summary
References
12. Reflections and closing remarks
References
Appendices
Appendix A: Glossary of terms
Appendix B: List of abbreviations
Appendix C: Collaboration Champion/Facilitator Services
Appendix D: Partnering Charter
Index
