Aaron M. Anvuur

Targeting relationally integrated teams for sustainable PPPS

Purpose – This paper targets the development of comprehensive approaches to prequalifying teams for Public Private Partnerships (PPPs). Design/methodology/approach – Research outcomes from a study into “relationally integrated project teams” (RIPTs) were applied to necessarily longer-term PPP scenarios. A force field model was developed to visualise the importance of stronger relational forces between the many PPP participants for “sustainable RIPTs” (SRITs). A framework was conceptualised to show linkages from relational contracting approaches, through sustainable relationships to sustainable infrastructure. This framework and a basic model for evaluating relational performance, were assessed by a panel of international PPP experts. Findings – The results encouraged the collection of factors facilitating successful relationships to build the proposed knowledge base. Literature review and initial interviews provide examples of priorities and lessons learned in relationship building in ongoing PPPs. Research limitations/implications – Being an integrative theory-building type exercise bringing together relational contracting, teambuilding and PPP performance research streams, this paper summarises and refers to, rather than provides details of, feeder research. Fleshing out the conceptual framework and model will next proceed beyond the initial testing and sample knowledge elements conveyed herein. Practical implications – Selecting good teams is essential for successful projects, and more so for PPP projects, given their complexities and longer timeframes. Increasing reliance on PPPs for infrastructure development and asset management enhances this significance. Originality/value – Synergies are derived from linking relationship-building and sustainability thrusts in the context of PPP performance. Concepts of “sustainable relationships” and “sustainsivity” (sensitivity to sustainability issues) are introduced.

Measurement and antecedents of cooperation in construction

The cooperation construct in construction lacks conceptual-definitional clarity. A multi-dimensional model of cooperation is proposed in which the construct is conceptualized as comprising four related yet conceptually distinct behaviors: in-role, extra-role, compliance, and deference behavior. The construct validity of this model is assessed using confirmatory factor analysis and a sample of 140 professional managers in Hong Kong. Structural equation modeling is then used to test specific predictions linking the four cooperative behaviors with two extrinsic (incentives and sanctions) and intrinsic (intrinsic job satisfaction and legitimacy) job cognition variables. Findings confirm the convergent, discriminant, and nomological validity of the proposed model. Between them, the two intrinsic job cognition variables predict all four behavior dimensions: intrinsic job satisfaction predicts in-role and extra-role behaviors; and legitimacy predicts compliance and deference behaviors. In contrast, the influence of the extrinsic job cognition variables on cooperative behavior is imprecise and weaker. The research suggests that initiatives aimed at improving the level of cooperation in construction project settings should focus more attention on stimulating the internal motivations (enhancing ‘personal causality’) of project actors.

Pursuing “relational integration” and “overall value” through “RIVANS”

Purpose – The paper seeks to consider relational integration across a network of organisational members. To this end, “relationally integrated value networks” (RIVANS) are conceptualised to engage and empower network members towards well‐focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired “overall value” that includes the hitherto often neglected “whole life” and end‐user priorities.Design/methodology/approach – Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions.Findings – Relational integration in networks adds considerable value to projects. Cross‐fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers.Research limitations/implications – Relation...

Building relationally integrated value networks (RIVANS)

Purpose – Advocacy for the re‐integration of highly differentiated, at times fragmented, construction project “teams” and supply chains has increased in this era of network competition, yet industry targets remain elusive. This paper aims to report on findings of research focused on the development and validation of the building‐blocks for relationally integrated value networks (RIVANS) that seeks to redress this issue.Design/methodology/approach – Complementary theoretical streams are identified through an extensive literature review, and are used to shape and inform discussions of the key RIVANS themes of value objectives, network management, learning, and maturity. Four moderated focus groups hosted in each of two workshops in Hong Kong, are used to validate these themes. Each workshop typically comprised thematic focus group sessions in between introductory presentations and a plenary consolidation session.Findings – The findings indicate strong support for the comprehensive coverage, appropriateness ...

Perceptions of status and TMO workgroup cooperation: implications for project governance

Achieving and sustaining the cooperation of individuals with their temporary multi-organization (TMO) workgroups is, arguably, one of the most enduring challenges facing the construction sector. A mediational model connecting pride and self-respect to each of four dimensions of cooperative behaviour—in-role, compliance, extra-role, and deference—is tested in a survey sample of 140 construction professionals in Hong Kong. Bootstrap tests of the indirect effect of pride on cooperative behaviour suggest that self-respect fully mediates the influence of pride on in-role behaviour and compliance behaviour, and partially mediates the influence of pride on extra-role behaviour. The results also suggest that pride has no effect on deference behaviour. While needing corroboration by future research, the findings suggest that viable strategies designed to foster pride and self-respect could engender and sustain cooperation in construction TMO workgroups, and support ongoing efforts to reform construction. The bootstrapping procedures for testing intervening variable models are elaborated in the hope that this will encourage more process analysis research in construction.

Integrated solutions for total asset management through “RIVANS”

Purpose Examine the extent of integration in delivering value from design and construction (DC) activities for total asset management (TAM) and operations post-completion. DC and operations and management (OM) are both addressed. The problem owners are those in roles and organisations responsible for integrating DC with OM. The purpose of this paper is to show the extent of integration between actors along the project lifecycle. Relationally integrated value networks (RIVANS) provide the conceptual lens for the analysis. Design/methodology/approach A mixed method approach was used. A questionnaire survey and semi-structured interviews were employed. Findings There is a lack of engagement between DC and OM. The trend is moving counter to integration. BIM is not found to be a technical solution. Research limitations/implications The mixed method helps extend the RIVANS perspective. Further research to understand and support integration is needed, especially qualitative research to provide greater granular understanding. Practical implications The identified trend away from integration poses management challenges in delivery and for sustainability in use. Supply chains engage specialists, yet internal and inter-organisational collaboration require management attention to value creation. This includes the DC-OM interface. Both sides can benefit from increased engagement. Social implications Infrastructure and property provision will continue to fall short of user and environmental functionality without improved integration. Originality/value A contribution to the project and asset management interface is made, showing low integration, disengaged asset management. BIM is unable to plug the gaps. The RIVANS analytical lens provides a perspective for improvement.

Effects of Teamwork Climate on Cooperation in Crossfunctional Temporary Multi-Organization Workgroups

AbstractIn this study, the formative roles of common goals, equal status, integrative interactions, and authority support as the optimal factors for engendering individuals’ cooperation with their proximal crossfunctional project workgroups are examined. The four factors are properties of the workgroup environment and each have been highlighted as being important in previous conceptual and critical success factors (CSFs) studies of project effectiveness. However, until now, there has been no systematic empirical test of the interactive effects of all four factors in a construction temporary multiorganization (TMO) workgroup setting. The four factors are conceptualized in this study as the reflective dimensions of a superordinate multidimensional latent construct, teamwork climate. An integrative test was undertaken of the construct validity of this multidimensional construct, its substantive utility relative to its dimensions, and of specific hypotheses connecting the multidimensional construct and its di...

Analyzing and Modeling Drivers’ Deceleration Behavior from Normal Driving

Most research in vehicle automation has mainly focused on the safety aspect with only limited studies focusing on occupants’ discomfort. To facilitate their rapid uptake and penetration, autonomous vehicles (AVs) should ensure that occupants are both safe and comfortable. Recent research, however, revealed that people felt uncomfortable when AVs braked. This may be caused by the robotlike braking performance. Existing studies on drivers’ braking behavior investigated data from either controlled experiments or driving simulators. There is a dearth of research on braking behavior in normal driving. The objective of the study was to examine drivers’ braking behaviors by exploiting naturalistic driving data from the Pan-European TeleFOT project (Field Operational Tests of Aftermarket and Nomadic Devices in Vehicles). On a fixed route of 16.5 km, 16 drivers were asked to drive an instrumented vehicle. About 11 million observations were analyzed to identify the profile, value, and duration of deceleration events. Since deceleration events are nested within trips and trips within drivers, multilevel mixed-effects linear models were employed to develop relationships between deceleration value and duration and the factors influencing them. Results indicate that the most-used profile of the deceleration behavior follows a hard braking at the beginning when detecting a danger and then becomes smoother. Furthermore, the results suggest that the speed, reason for braking, and deceleration profile mostly affect the deceleration events. Findings from this study should be considered in examining the braking behavior of AVs.