Alliances in construction: Investigating initiatives and barriers for long‐term collaboration

Purpose - This paper aims to prove that alliances in the construction industry can be used as vehicles to achieve sustainable competitive advantage. Design/methodology/approach - The paper first sets out a theoretical proposition through a literature review and synthesis, then details an empirical c...

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Bibliographic Details
Published in:Engineering, construction, and architectural management construction, and architectural management, 2006-01, Vol.13 (5), p.521-535
Main Authors: Ingirige, Bingunath, Sexton, Martin
Format: Article
Language:English
Subjects:
Alliances
Collaboration
Competitive advantage
Construction
Construction industry
Construction specifications
Culture
Earthquakes
Knowledge management
Knowledge sharing
Management
Partnering
Redesign
Studies
Synthesis
Tasks
Vehicles
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Summary:Purpose - This paper aims to prove that alliances in the construction industry can be used as vehicles to achieve sustainable competitive advantage. Design/methodology/approach - The paper first sets out a theoretical proposition through a literature review and synthesis, then details an empirical case study in the construction industry to investigate the theoretical proposition. Findings - The findings indicate the existence of the "project based mindset", within the working practices of the different players in construction alliances. This overly narrow project focus constrains the process of achieving sustainable competitive advantage for alliances. Research limitations/implications - This research, in broad terms, provides insights on the value of long-term orientated collaboration in construction alliances and specifically target practitioners by identifying benefits of balancing alliance tasks and activities among senior executives and project managers in an appropriate way. Originality/value - The paper makes an original contribution to the general body of knowledge on alliances and specifically to construction alliances by identifying the core value addition in the process of long-term orientated collaboration so that the processes are carefully designed, interpreted and nurtured in practice. Also, recommends initiatives by the alliance management to redesign tasks and activities such that collaboration becomes part-and-parcel of senior executives and project managers' daily routine, rather than considering collaborative encounters as extra activities that need "slack" time. [PUBLICATION ABSTRACT]
ISSN:0969-9988
1365-232X
DOI:10.1108/09699980610690774