Bresnen, M J (1991) Construction contracting in theory and practice: A case study. Construction Management and Economics, 9(3), pp. 247-262. ISSN 01446193
Abstract
Despite the attention given over the last several years to the effectiveness of alternative contracting methods, problems of co-ordination and control still continue to plague the construction industry. The argument that is presented in this paper is that research in this area has tended to analyse the problem at one remove by essentially ignoring the reality of construction project management and the factors that commonly influence behaviour on a construction project. In particular, little systematic attention has been directed towards how goal and power differentials can affect project outcomes. Evidence is presented from a case study of a management contract to demonstrate how the motives or aims that each party to the contract brings to the relationship and the ability they have to influence successfully the decisions and actions taken can have a substantial effect upon the course of events. The economic and contractual power of the respective parties and also internal organizational conditions are singled out for attention in this respect. The paper concludes that any assessment of the efficacy of various types of delivery system ought to take into account the factors that are likely to influence the operation of those systems in practice.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | contracting; management; organizational behaviour; project organization |
| Index terms: | motive, organizational behaviour, project outcome, case study, construction industry, construction project management, effectiveness, project organization, construction project, contractual power, contracting method, evidence |
| Subjects: | industry analysis, organizational theory, production management, project management theory and practice, performance management, contractual arrangements, psychology, contractual role, data collection methods, evaluation and assessment methods, project completion, business |
| Topics: | Organizational Design, Contract Administration, Human Resources, Quality Management, Procurement, Project Management, Research Practice |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here