Abstract
The project-based construction industry finds itself in a paradoxical situation: while it weighs heavily in the world economy, it does have a history of low productivity. One important issue that plagues the industry is related to the challenges that stem from collaborative efforts (or lack thereof) between actors. The objective of this paper is to explore how actors of the construction industry organize their inter-firm relationships while examining the characteristics of such interactions and the elements affecting them (drivers, barriers, facilitators, outcomes). These interactions and elements were uncovered using a systematic literature review. A qualitative content analysis was carried out to categorize these elements and to generate dimensions describing the forms. The 139 articles retrieved depicted 12 relational forms established between construction companies (in descending order of citation): partnering, alliancing, project delivery methods, supply chain integration, joint ventures, integrated project delivery, joint risk management, collaborative design, contingent collaboration, quasi-fixed network, resource sharing, and collaborative planning. A multitude of drivers, barriers, facilitators, and outcomes were found. An analysis of the results led to the conceptualization of a multidimensional profile, which allows for a practical and flexible identification of the relationship form potential partners in the construction sector intend to establish. To provide guidelines for the implementation of this profile, a three-step framework was developed.
Highlights
73 of the selected articles addressed drivers, barriers, facilitators, and outcomes to interorganizational relationships (IORs) and the results were grouped into categories
This article aimed to identify relational forms adopted by construction companies to organize their relationships and to uncover elements that incite, affect or result from such relationships via a systematic literature review (SLR)
From 118 papers addressing the relational forms in construction, the 12 following forms were identified and analyzed: partnering, alliancing, project delivery methods, supply chain integration, joint ventures, integrated project delivery, joint risk management, collaborative design, contingent collaboration, quasi-fixed network, resource sharing, and collaborative planning
Summary
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. Bresnen and Marshall [11] recommended more realism and practicality when discussing and applying partnering They pointed out two more aspects: the customization of the concept to fit different projects, and the pluralism, i.e., the divergence of goals and views of actors within this IOR. There is the issue surrounding the understanding of what it means to work together as well as the time and efforts needed for implementing and managing this type of relationship Another aspect is that of the versatility, i.e., pre-defined collaborative relational forms may not be adjusted to suit different types of construction projects due to the limits of these forms. Ing review (cf. 2.2), and synthesizing the research
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