Partnering as a concept has matured in its application and many empirical studies provide evidence of its impact on project performance beyond the rather prescriptive and anecdotal claims of earlier cookbooks on the subject. What has remained elusive, however, is a guiding theory on partnering. Drawing on the literature, partnering is explained within the framework of intergroup contact theory and teamwork in organizations. More specifically, partnering has the potential to create the essential conditions for optimal intergroup contact and hence, to reduce bias and increase cooperation among construction project workgroups and, consequently, favorably impact on project performance. Demonstrating a close fit with the published literature on partnering provides useful support for the proposed model. The model can clearly help project managers to focus their attention on the necessary aspects of workgroup processes that lead to high cooperation and performance.

The cooperation construct in construction lacks conceptual-definitional clarity. A multidimensional model of cooperation is proposed in which the construct is conceptualized as comprising four related yet conceptually distinct behaviors: in-role, extrarole, 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 extrarole behaviors; and legitimacy predicts compliance and deference behaviors. In contrast, the infl...

Purpose: Most megaprojects focus on overcoming current infrastructure capacity problems or opening up new business opportunities, while a few may be inspired by iconic-symbolic or socio-political drivers. Also, many megaprojects may be seen to focus on benefitting proximate stakeholders in the short-medium term. A case is made here, for aligning the immediate expectations from a megaproject with a parallel focus on the best overall value for all, including long-term stakeholders, thereby also targeting more meaningful and sustainable contributions to the built environment. The paper aims to discuss these issues. Design/methodology/approach: This paper draws together and synergises relevant findings from two completed PhD projects and another research project in Hong Kong. Additionally, a focused literature survey and a case study, also contribute to the development of the proposed concepts and strategies. This is therefore a hybrid between a “review” paper and a “conceptual” paper where a suite of significant improvements to current practice are conceptualised and proposed, based on logical integration of relevant findings from the above three research projects, literature review and case study. Findings: Inadequate stakeholder engagement has led to many process disruptions and adverse outcomes in recent megaprojects. A structured approach focusing throughout on common overall value from the outset is proposed to achieve better and more sustainable megaproject outcomes. Specific recommendations include: aligning megaproject stakeholder objectives with regional or even national needs and targeting co-creation of common value through early stakeholder involvement in planning and design of built infrastructure megaprojects. Originality/value: The increasing number, scale and complexity of megaprojects has amplified their impact on the built environment and its sustainability, hence the imperative to incorporate sustainability considerations, so as to formulate and manage megaprojects better. The proposed approaches in this paper can help revamp megaproject strategies towards such sustainable outcomes.

Public–private partnerships (PPPs) target overall benefits from mobilising private resources in delivering public infrastructure. Their longer time spans generate higher risks, hence the greater need for resilience in PPPs, compared to traditional procurement. PPP infrastructure outcomes should include both sustainable and resilient built infrastructure, as well as reliable and resilient service delivery. The public–private cross-sectoral relationships can be significant contributors to resilience. Previous research findings show that public–private relationships are still predominantly formal in PPPs. However, appropriate informal relationships can foster mutual trust and better teamworking that trigger self-adjustment mechanisms to overcome adversities and enhance resilience. Integrating relevant ‘people’ into PPPs to establish a public–private–people partnership (4P) is proposed to reinforce formal–informal relationships, while enhancing relevant ‘social infrastructure’, which could then lead to more resilient and better ‘value for money’ built infrastructure. Findings from another recent study demonstrate the value of 4P in pre-disaster planning. 4P also helps to develop resilient ‘social infrastructure’ for post-disaster reconstruction of sustainable built infrastructure. Conceptual diagrams are developed to summarise how the 4th P could reinforce public–private relationships and inject resilience into a potentially unstable PPP system.

Purpose: The purpose of this paper is to review the state-of-the-art of literature of value management (VM) and to map the VM domain to provide a launch pad for further knowledge development and dissemination.Design/methodology/approach: This study employed CiteSpace bibliometric analysis software to systematically, comprehensively and accurately review the VM-related literature and to map the VM knowledge domain.Findings: The results reveal the current VM knowledge base, clusters, research hotspot, and the evolutionary trajectory while contributing to the development of VM knowledge by providing a dynamic platform for integrating future developments in research.Originality/value: The contribution of this paper to scientific VM knowledge is, therefore, a quantitative and accurate VM knowledge map based on a bibliometric analysis of data from the VM knowledge base, domains and evolution. The findings can be generalised and used as an effective knowledge mapping tool in a specific field of study that could complement and add significant value to the often adopted more traditional literature reviews. This study further recommends that the proposed knowledge map be frequently updated by similar future studies to fill gaps that arise with changing needs, priorities and contexts, as well as to identify corresponding future demands in the VM research domain.

In 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...