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Eriksson, P.-E., Volker, L., Kadefors, A., Lingegård, S., Larsson, J. & Rosander, L. (2019). Collaborative Procurement Strategies for Infrastructure Projects: A Multiple Case Study. Proceedings of the Institution of Civil Engineers: Management, procurement and law
Open this publication in new window or tab >>Collaborative Procurement Strategies for Infrastructure Projects: A Multiple Case Study
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2019 (English)In: Proceedings of the Institution of Civil Engineers: Management, procurement and law, ISSN 1751-4304Article in journal (Refereed) Epub ahead of print
Abstract [en]

With the announcement to tender a project, several strategic decisions are made that have significant impact on the innovation and efficiency potential of a project. The purpose of this study is to investigate and compare how different types of integrative and collaborative procurement strategies may enhance the opportunities for improved efficiency and innovation in infrastructure projects. Hence, it contributes to the scientific debate on buyer-supplier relationships in relation to project performance. Furthermore, it guides public client organizations in steering explicitly for integration and innovation in their projects. Interview-based case studies of ten public infrastructure projects procured based on four different types of collaborative procurement strategies in Sweden and the Netherlands were conducted. The findings indicate that the duration of the collaboration is fundamental in setting the limits for innovation, and that early involvement as well as long-term commitments in maintenance open up for more innovation. Naturally, the potential for increased efficiency is higher than for innovation, and also occurs in collaborations with limited duration. The findings confirm the importance of a learning perspective on procurement strategies for public client organizations and show the importance of explicit considerations on incentives and project governance issues in the front-end phase of a project.

Place, publisher, year, edition, pages
ICE Publishin, 2019
National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation; Construction Management and Building Technology
Identifiers
urn:nbn:se:ltu:diva-75478 (URN)10.1680/jmapl.19.00016 (DOI)
Available from: 2019-08-12 Created: 2019-08-12 Last updated: 2019-08-14
Eriksson, P.-E., Larsson, J. & Szentes, H. (2019). Reactive Problem Solving and Proactive Development in Infrastructure Projects. Current Trends in Civil & Structural Engineering, 3(2)
Open this publication in new window or tab >>Reactive Problem Solving and Proactive Development in Infrastructure Projects
2019 (English)In: Current Trends in Civil & Structural Engineering, ISSN 2643-6876, Vol. 3, no 2Article in journal (Refereed) Published
Place, publisher, year, edition, pages
Iris Publishers, 2019
National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Management and Building Technology; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-75481 (URN)10.33552/CTCSE.2019.03.000558 (DOI)
Available from: 2019-08-12 Created: 2019-08-12 Last updated: 2019-08-14Bibliographically approved
Järvenpää, A.-T., Larsson, J. & Eriksson, P.-E. (2019). The Transition from Design-Bid-Build Contracts to Design-Build. In: : . Paper presented at 10th Nordic Conference on Construction Economics and Organization, 7-8 May 2019, Tallinn, Estonia (pp. 213-220). Emerald Group Publishing Limited, 2
Open this publication in new window or tab >>The Transition from Design-Bid-Build Contracts to Design-Build
2019 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Purpose–For a number of years, the construction industry has seen an ongoing shift from design-bid-buildto design-build contracts. This transition in contract type entails changes for both the organizations and theindividuals involved. Consequently, the purpose of this paper is to investigate how the client manages thetransition between the different contract types from an organizational change perspective in a project-ledorganization.

Design/Methodology/Approach–A multiple case study of six infrastructure projects with DBcontracts, all managed by the Swedish Transport Administration, was conducted. The major source of data issemi-structured interviews with respondents from both the client and the contractors.

Findings–Results suggest that the transition has resulted in a mix of design-bid-build and design-build ascontract type owing to issues when changing in a project-led organization. A change in vision also requires aconcomitant change in culture, systems and roles.

Research Limitations/Implications–The study only includes cases from the Swedish transportinfrastructure sector, which limits the generalizability. Thefindings are also indicative owing to the smallnumber of cases.

Practical Implications–Thefindings further our understanding of managing change in complexprojects, which might help practitioners to manage change in a more integrated way.

Originality/Value–Thefindings enrich our understanding of the systemic change that a switch incontract types can have in inter-organizational complex projects such as transport infrastructure projects.Furthermore, it emphasizes the intricate task of change management in project-led organizations and itseffects on roles and responsibilities.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2019
Keywords
Strategic change, Design-build, Design-bid-build, Roles, Responsibility, Infrastructure project, Project-led organization
National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Management and Building Technology; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-74053 (URN)10.1108/S2516-285320190000002054 (DOI)
Conference
10th Nordic Conference on Construction Economics and Organization, 7-8 May 2019, Tallinn, Estonia
Available from: 2019-05-27 Created: 2019-05-27 Last updated: 2019-05-27Bibliographically approved
Volker, L., Eriksson, P.-E., Kadefors, A. & Larsson, J. (2018). A case based comparison of the efficiency and innovation potential of integrative and collaborative procurement strategies. In: Gorse, C. & Neilson, C.J. (Ed.), Proceeding of the 34th Annual ARCOM Conference, ARCOM 2018: . Paper presented at 34th Annual Association of Researchers in Construction Management Conference, ARCOM 2018, Belfast, United Kingdom, 3-5 September 2018 (pp. 515-524). Association of Researchers in Construction Management (ARCOM)
Open this publication in new window or tab >>A case based comparison of the efficiency and innovation potential of integrative and collaborative procurement strategies
2018 (English)In: Proceeding of the 34th Annual ARCOM Conference, ARCOM 2018 / [ed] Gorse, C. & Neilson, C.J., Association of Researchers in Construction Management (ARCOM), 2018, p. 515-524Conference paper, Published paper (Refereed)
Abstract [en]

The purpose of this paper is to investigate and compare in what ways different types of integrative and collaborative procurement strategies may enhance efficiency and innovation in public infrastructure projects. Further, implementation challenges are identified and discussed. Interview-based case studies were performed of ten infrastructure projects in Sweden and the Netherlands. The projects involve four types of collaborative procurement strategies - collaborative Design-Build (DB) contracts, Early Contractor Involvement (ECI) agreements, Design-Build-Maintain (DBM) contracts and Design-Build-Finance-Maintain (DBFM) contracts. The findings indicate that the duration of the collaboration is fundamental in setting the limits for innovation and that early involvement as well as long-term commitments open up for more innovation. Naturally, the potential for increased efficiency is higher than for innovation and also occurs in collaborations with limited duration. These integrated project approaches, however, still appear to be in an early stage of learning. For a public repeat client to realise the full potential of a new strategy, it is important to have a long-term perspective and capabilities to analyse and learn from the experiences.

Place, publisher, year, edition, pages
Association of Researchers in Construction Management (ARCOM), 2018
National Category
Other Engineering and Technologies not elsewhere specified Construction Management
Research subject
Construction Management and Building Technology; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-72063 (URN)2-s2.0-85055672634 (Scopus ID)
Conference
34th Annual Association of Researchers in Construction Management Conference, ARCOM 2018, Belfast, United Kingdom, 3-5 September 2018
Available from: 2018-12-17 Created: 2018-12-17 Last updated: 2018-12-17Bibliographically approved
Pesämaa, O., Larsson, J. & Eriksson, P.-E. (2018). Role of Performance Feedback on Process Performance in Construction Projects: Client and Contractor Perspectives. Journal of Management in Engineering, 34(4), Article ID 04018023.
Open this publication in new window or tab >>Role of Performance Feedback on Process Performance in Construction Projects: Client and Contractor Perspectives
2018 (English)In: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 34, no 4, article id 04018023Article in journal (Refereed) Published
Abstract [en]

This study addressed a perceived research gap by examining the role of performance feedback in construction process performance from both client and contractor perspectives using a database of unprecedented scale, with 2,175 sets of observations (expressed views of 579 clients and 1,596 contractors involved in diverse Swedish construction projects). Following validation of latent concepts by multigroup assessment of responses across the two groups (clients and contractors), using confirmatory factor analysis, this enabled robust tests of evidence of structural paths (potentially causal or mediating relationships) embedded in both groups’ responses. The results confirmed, with unprecedented clarity, that performance feedback has significant, direct positive effects on construction process performance, and that performance feedback mediates (i.e., strengthens) effects of learning and collaboration on process performance.

Place, publisher, year, edition, pages
American Society of Civil Engineers (ASCE), 2018
Keywords
Feedback, Process Performance, Contractor, Client, Multi-group, Structural Equation Modeling
National Category
Business Administration Construction Management
Research subject
Accounting and Control; Construction Management and Building Technology
Identifiers
urn:nbn:se:ltu:diva-67101 (URN)10.1061/(ASCE)ME.1943-5479.0000619 (DOI)000432571400010 ()2-s2.0-85046126267 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-04-30 (svasva)

Available from: 2017-12-21 Created: 2017-12-21 Last updated: 2018-08-16Bibliographically approved
Larsson, J., Eriksson, P. E. & Pesämaa, O. (2018). The importance of hard project management and team motivation for construction project performance. International Journal of Managing Projects in Business/Emerald, 11(2), 275-288
Open this publication in new window or tab >>The importance of hard project management and team motivation for construction project performance
2018 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 11, no 2, p. 275-288Article in journal (Refereed) Published
Abstract [en]

Purpose

Hard project management practices, based on strict planning and control, are traditionally applied in construction projects, although research frequently promotes the importance of teams for various project outcomes. Thus, the purpose of this paper is to examine the importance of hard project management and team motivation for process performance in construction projects. A hypothesis tested is that hard project management can impair process performance if team motivation is not promoted.

Design/methodology/approach

The paper presents and empirically tests a structural equation model, with and without a mediating link between hard project management and process performance, based on data from a survey of 2,175 respondents, representing contractors and clients involved in 109 Swedish construction projects.

Findings

The results confirm that hard project management is best conveyed through teams to enhance process performance. “Path analysis,” using the model with the mediating link, confirms that neglecting team motivation can significantly impair process performance.

Research limitations/implications

The data set provides unusually high representation of views of contractors and clients involved in diverse Swedish construction projects. Thus, the results have likely relevance in other project-based industries and/or national settings, but this possibility requires further investigation.

Originality/value

The findings show that team motivation is a key process performance factor; hard project management may indeed be important, but its effects will be enhanced by (and partially mediated through) team motivation. Thus, the findings have important theoretical and practical implications for the development of project management practices.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
National Category
Construction Management Business Administration
Research subject
Accounting and Control; Construction Management and Building Technology
Identifiers
urn:nbn:se:ltu:diva-64964 (URN)10.1108/IJMPB-04-2017-0035 (DOI)000441077500003 ()
Note

Validerad;2018;Nivå 2;2018-05-15 (andbra)

Available from: 2017-08-06 Created: 2017-08-06 Last updated: 2018-12-14Bibliographically approved
Hedborg Bengtsson, S., Karrbom Gustavsson, T. & Eriksson, P.-E. (2018). Users’ influence on inter-organizational innovation: mapping the receptive context. Construction Innovation, 18(4), 488-504
Open this publication in new window or tab >>Users’ influence on inter-organizational innovation: mapping the receptive context
2018 (English)In: Construction Innovation, ISSN 1471-4175, E-ISSN 1477-0857, Vol. 18, no 4, p. 488-504Article in journal (Refereed) Published
Abstract [en]

Purpose

Innovation is constantly present in the construction industry, however, mainly on a single project level. Initiating and implementing inter-organizational innovation in a multi-project context such as in urban development entails large complexity, for example, because of the many interdependent projects and users of innovation. The users’ influence on inter-organizational innovation in a multi-project context has not been fully explored. Accordingly, the purpose of this paper is to discuss how users influence inter-organizational innovation in multi-project contexts by mapping the receptiveness for change.

Design/methodology/approach

A single case study approach was used, where empirical material including semi-structured interviews in combination with meeting observations, document studies and participative workshops were gathered. The rich empirical material, studying inter-organizational innovation in an urban development context, was mapped based on the receptive context for change framework.

Findings

A receptive context for change was not present in the studied multi-project context. Communication to develop and implement inter-organizational innovation was not sufficient and the clients’ procurement strategies were to a large extent not developed to facilitate inter-organizational innovation. Findings show differences in users’ possibility and aim to implement inter-organizational innovation.

Originality/value

The mapping of the receptive context to influence inter-organizational innovation widens the knowledge base and provides valuable insights on how inter-organizational innovation may be implemented in the loosely coupled construction industry. Furthermore, the findings broaden the discussion on clients as innovation supporters, and contribute to the debate on clients as innovation supporters, by highlighting the importance of distinguishing between different types of clients.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2018
Keywords
Users, Procurement strategies, Innovation supporter, Inter-organizational innovation, Multi-project context, Receptive context
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-71468 (URN)10.1108/CI-12-2017-0095 (DOI)000449271300006 ()2-s2.0-85055992495 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-11-06 (svasva)

Available from: 2018-11-06 Created: 2018-11-06 Last updated: 2018-12-05Bibliographically approved
Eriksson, P.-E., Larsson, J. & Pesämaa, O. (2017). Managing complex projects in the infrastructure sector: A structural equation model for flexibility-focused project management. International Journal of Project Management, 35(8), 1512-1523
Open this publication in new window or tab >>Managing complex projects in the infrastructure sector: A structural equation model for flexibility-focused project management
2017 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 35, no 8, p. 1512-1523Article in journal (Refereed) Published
Abstract [en]

Complex construction projects in the infrastructure sector are often beset with delays, which cause benefit shortfalls and increased costs. Prior project management literature and practice have mostly adopted a traditional control-focused approach, but recent research suggests that complex projects need more flexible practices to manage inevitable project change. Thus, the objectives of this study were to develop and empirically test a model for flexibility-focused project management practices to improve time performance in complex projects in the infrastructure sector. Based on empirical data from 138 construction projects procured and managed by the Swedish Transport Administration, the structural equation model shows that complexity and collaboration drive explorative learning, which improves adaptation and thereby improves time performance. Hence, the empirical test verifies that flexibility-focused project management practices based on collaboration, explorative learning, and adaptation enhance time performance in complex projects in the infrastructure sector.

Place, publisher, year, edition, pages
Elsevier, 2017
Keywords
Time performance
National Category
Business Administration Environmental Engineering Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Accounting and Control; Construction Engineering and Management; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-65665 (URN)10.1016/j.ijproman.2017.08.015 (DOI)000417670600007 ()
Note

Validerad;2017;Nivå 2;2017-09-18 (andbra)

Available from: 2017-09-15 Created: 2017-09-15 Last updated: 2017-12-29Bibliographically approved
Eriksson, P.-E. (2017). Procurement strategies for enhancing exploration and exploitation in construction projects. Journal of Financial Management of Property and Construction, 22(2), 211-230
Open this publication in new window or tab >>Procurement strategies for enhancing exploration and exploitation in construction projects
2017 (English)In: Journal of Financial Management of Property and Construction, ISSN 1366-4387, E-ISSN 1759-8443, Vol. 22, no 2, p. 211-230Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this study is to investigate how procurement strategies may be designed to facilitate exploration and exploitation in construction projects.

Design/methodology/approach

This paper is based on a literature review of organizational research and construction management literature together with a brief interview study of Swedish clients and contractors.

Findings

The theoretical and empirical findings propose that small and simple projects with low uncertainty and scarce resources may focus on exploitation to enhance short-term efficiency through traditional procurement strategies including delivery systems that separate the actors and their activities (i.e. pure design-build- or design-bid-build-contracts), fixed price payment and price focus in bid evaluation. Large complex projects with high uncertainty and customization benefit from combining exploration and exploitation to enhance sustainable performance. This requires collaborative procurement strategies including joint specification through early contractor involvement, cost reimbursement coupled with incentive-based payment, bid evaluation based on multiple criteria and collaborative tools and activities in partnering arrangements.

Research limitations/implications

This paper contributes to organizational learning literature by pinpointing the need for integrating procurement strategies that enhance combination of exploration and exploitation. The main contribution to the construction management literature involves the investigation of how procurement strategies may affect exploration and exploitation, as identified and articulated in the propositions developed in this paper.

Practical implications

From a practical perspective, the findings highlight the importance of tailoring procurement strategies to project characteristics to enhance a suitable balance between exploration and exploitation in construction projects.

Originality/value

The explicit focus on the operational project-level is uncommon but relevant in organizational learning literature.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-65011 (URN)10.1108/JFMPC-05-2016-0018 (DOI)2-s2.0-85027016822 (Scopus ID)
Note

Validerad;2017;Nivå 2;2017-08-10 (rokbeg)

Available from: 2017-08-10 Created: 2017-08-10 Last updated: 2017-11-24Bibliographically approved
Larsson, J., Eriksson, P.-E., Olofsson, T. & Simonsson, P. (2016). Erratum for “Leadership in Civil Engineering: Effects of Project Managers’ Leadership Styles on Project Performance” by Johan Larsson, Per Erik Eriksson, Thomas Olofsson, and Peter Simonsson (ed.). Paper presented at . Journal of Management in Engineering, 32(4), Article ID 8216001.
Open this publication in new window or tab >>Erratum for “Leadership in Civil Engineering: Effects of Project Managers’ Leadership Styles on Project Performance” by Johan Larsson, Per Erik Eriksson, Thomas Olofsson, and Peter Simonsson
2016 (English)In: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 32, no 4, article id 8216001Article in journal (Refereed) Published
National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Engineering and Management; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-4779 (URN)10.1061/(ASCE)ME.1943-5479.0000446 (DOI)000378859700013 ()2-s2.0-84975256302 (Scopus ID)2c577544-cc8d-4d2f-9260-cb1edc74dab1 (Local ID)2c577544-cc8d-4d2f-9260-cb1edc74dab1 (Archive number)2c577544-cc8d-4d2f-9260-cb1edc74dab1 (OAI)
Note
Godkänd; 2016; 20160329 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
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Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-1746-2637

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