Abstract
Collaborative models and working practices have considerably contributed to the evolution of construction project delivery in the last four decades. The promising performance results of construction projects with collaborative delivery models are mostly attributed to their behavioral elements (e.g., mutual trust), which have been frequently mentioned in the literature. However, the interrelationships between these behavioral elements as well as the enablers of these behavioral elements are two knowledge gaps which need to be addressed. Therefore, this study aims to fill the mentioned knowledge gaps by addressing the behavioral elements of collaborative project delivery models from analytical and conceptual perspectives. To do so, a systematic literature review was undertaken by locating 201 relevant studies and reviewing them. This was followed by the thematic analysis of the obtained research data and the development of a model for meeting this study’s objectives. The findings present a model, illustrating the behavioral elements of collaborative delivery models in construction projects, their interrelationships, as well as their enablers. The model reveals that the establishment of equality and mutual respect between project team members is a fundamental step toward mutual trust and open communication. These findings can be insightful for the research community and project professionals interested in collaborative construction project delivery.
Highlights
Commitment to common goals, equality and mutual respect, and team integration are the ones in the ranking
The behavioral elements of collaborative delivery models and their interrelationships; (ii) cooperation is defined as exchanging information between the project team members for common enablers of the presented elements in the pyramid; and (iii) the specific enablers the good of the project
It became evident that mutual trust and open communication are the prerequisites for constructive collaboration and cooperation, which eventually contribute to team integration
Summary
The successful performance of construction projects is considerably dependent on the delivery model that is employed for undertaking the project [1]. Construction project delivery models have been a means of accomplishing project definition, design, planning, and execution phases by delineating the contractual relationships and allocating the risks and rewards of the project to the key parties (e.g., [2–5]). This perspective can be helpful in understanding the terminology associated with the traditional construction project delivery models (e.g., design–bid–build; design–build, engineering–procurement–construction) which represent an emphasis on the division. It can be argued that the mentioned challenges have been the main drivers of the changes and developments that have happened in construction project delivery in the last four decades (Forbes and Ahmed, 2010)
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