Collaborative Interorganizational Relationships in a Project-Based Industry
Abstract
:1. Introduction
2. Research Method
2.1. Planning the Review
2.2. Conducting the Review
3. Research Synthesis
3.1. Descriptive Statistics
3.2. Relational Forms Existing between Construction Companies (RQ1)
3.2.1. Partnering
3.2.2. Alliancing
3.2.3. Project Delivery Methods (PDMs)
3.2.4. Supply Chain Integration (SCI)
3.2.5. Joint Ventures (JVs)
3.2.6. Integrated Project Delivery (IPD)
3.2.7. Joint Risk Management (JRM)
3.2.8. Collaborative Design
3.2.9. Contingent Collaboration
3.2.10. Quasi-Fixed Network
3.2.11. Resource Sharing
3.2.12. Collaborative Planning
3.3. Drivers, Barriers, Facilitators, and Outcomes (RQ2)
3.3.1. Drivers
3.3.2. Barriers
3.3.3. Facilitators
3.3.4. Outcomes
4. Organizing Relationships in the Construction Industry
4.1. Multidimensional Profile
- Engagement: This refers to how partners will commit to each other and make sure that the duties and rights of each one is fulfilled. They may sign a contract (contractual), define a set of rules (formal), or just rely on social conventions with no declared rules (informal);
- Horizon: this relates to how long the collaborative IOR will last. Partners may choose to work together for one project (short-term), or engage in a series of projects (long-term);
- Range of activities: The range indicates whether the collaboration will be during one activity or phase of the project or encompasses the whole construction endeavor. Therefore, the collaborative work may be limited to one activity, or stretch over multiple ones (e.g., planification, design, and construction);
- Control i.e., decision-making: This dimension pertains to who will be in charge in terms of decisions, and hence assume liability. Partners can agree to pursue a joint decision-making (shared). It may be that each partner makes their own decisions separately (individual). Another possibility is that of a partner (dyadic relationship) or partners (multi-party relationship) assuming all the responsibility (exclusive);
- Ownership: This dimension mainly describes how financial assets will be organized between partners. These assets may refer to material possessions (e.g., construction equipment) or equities (e.g., in the case of a joint venture). This ownership can be distributed between partners according to agreed upon portions (shared), or each partner can use their own assets (individual). The ownership can be eventually restricted to one or some partners (exclusive);
- Structure: This indicates how the relationship will be organized in terms of positions in the supply chain. Hence, partners can have a client-supplier relationship (vertical) or be at the same supply chain level (horizontal). In some cases, a relationship may have features of both types, resulting in a hybrid structure;
- Integration: This dimension mainly refers to the “tangible activities or technologies” [78] and to what degree information systems are integrated, i.e., compatibility and effectiveness of communication [79]. The level of integration needed for the prospective IOR can be low due to previous collaborative efforts between partners or increased compatibility, or high due to the lack of compatibility of systems and communication procedures;
- Financial investment: This dimension portrays a direct consequence of all other dimensions, e.g., if a high degree of integration is requested, partners have to invest in some activities or technologies. This investment can be performed jointly or separately, for instance a partner may need to upgrade their information system for compatibility purposes.
4.2. IOR Framework
5. Conclusions
- There is a coherent trend in construction publications, i.e., topics such as the building information modeling technology are gaining more attention [48]. Albeit such topics are important and reflect an increasing industrial need, other areas of interorganizational relationships should also be appropriately studied, such as supply chain-related issues, the perspective of organizational behavior (e.g., to study the element of trust), or building performance [40];
- A methodological gap that was often observed is the scarcity of longitudinal studies, which can examine the dynamic aspect of the construction industry and its actors;
- There is clearly a lack of quantitative models and especially mathematical and simulation modeling. Such techniques could be used e.g., to assess the risk coming from cases where companies work together;
- It was noticed that emerging branches of the construction industry, such as prefabricated wood construction, did not receive much recognition. According to Toppinen et al. [51], assessing the role of the socio-political environment in promoting the use of wood in construction projects is needed. In that regard, collaborative IORs can help implement new concepts, i.e., novel wood structures in a sector as conservative as the construction industry [13];
- There is a lack of studies on performance measurement of construction joint ventures, especially the aspects of sustainability and evolutionary contexts. Measurement factors are also an issue in governance structures. The question of how to better transfer knowledge between partners of CJVs should be addressed along with investigations on conflict contingencies and resolution. Because CJVs can be an international relational form, more attention should be given to developing countries [41];
- Publications addressing the topic of SCI in the construction industry are quite limited. Indeed, research works tend to discuss the supply chain management in general [70];
- The mechanism and impact of incentives is another research direction for future works.
Author Contributions
Funding
Conflicts of Interest
References
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Form | Engagement | Horizon | Range of Activities | Decision Making | Ownership | Structure | Integration | Investment | Number of Articles (% of 118) |
---|---|---|---|---|---|---|---|---|---|
Partnering | Non-contractual | Short- and long-term | From unique to multiple activities | Could be shared | Not shared | Any or none | High | Optimization-oriented | 52 (44%) |
Alliancing | Contractual | Short- and long-term | From unique to multiple activities | Shared | Shared | Hybrid | High | Joint | 22 (19%) |
Project delivery methods | Contractual | Short-term | Cover the whole project | Depends on the method | Not shared | Vertical and horizontal | Depends on the method | Individual | 19 (16%) |
Supply chain integration | Rather contractual | Short- and long-term | Multiple | Could be shared | Not shared | Vertical and horizontal | High | Individual | 16 (14%) |
Joint ventures | Contractual | Short- and long-term | Multiple | Depends on the governance | Depends on the governance | Horizontal | Depends on the governance | Joint | 13 (11%) |
Integrated project delivery | Contractual | Short-term | Covers the whole project | Shared | Shared | Horizontal | High | Joint | 12 (10%) |
Join risk management | Contractual | Short-term | Only planning | Shared | Not shared | Any | High | Individual | 4 (3%) |
Collaborative design | Contractual | Short-term | Only design | Shared | Not shared | Vertical and horizontal | High | Individual | 3 (3%) |
Contingent collaboration | Non-contractual | Short-term | Multiple | Not shared | Not shared | Any | High as a target | Individual | 2 (2%) |
Quasi-fixed network | Rather formal | Short-term | From unique to multiple activities | Not shared | Not shared | Vertical and horizontal | Two levels | Individual | 1 (1%) |
Resource sharing | Contractual | Short-term | Only construction | Not shared | Shared | Horizontal | Low | Individual | 1 (1%) |
Collaborative planning | Formal | Short-term | Only planning | Shared | Not shared | Vertical and horizontal | High | Individual | 1 (1%) |
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Khouja, A.; Lehoux, N.; Cimon, Y.; Cloutier, C. Collaborative Interorganizational Relationships in a Project-Based Industry. Buildings 2021, 11, 502. https://doi.org/10.3390/buildings11110502
Khouja A, Lehoux N, Cimon Y, Cloutier C. Collaborative Interorganizational Relationships in a Project-Based Industry. Buildings. 2021; 11(11):502. https://doi.org/10.3390/buildings11110502
Chicago/Turabian StyleKhouja, Ahmed, Nadia Lehoux, Yan Cimon, and Caroline Cloutier. 2021. "Collaborative Interorganizational Relationships in a Project-Based Industry" Buildings 11, no. 11: 502. https://doi.org/10.3390/buildings11110502