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  • 1.
    Eriksson, Per Erik
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Nilsson, Torbjörn
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Partnering the construction of a Swedish pharmaceutical plant: case study2008Inngår i: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 24, nr 4, s. 227-233Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    In recent years increased interest in cooperative arrangements, such as partnering, has been noticeable in the construction industry in many countries. To facilitate cooperative relationships many aspects of the traditional procurement procedures need to be changed. The research presented in this paper offers an analysis that compares empirically observed partnering procurement procedures with conceptual prescriptions provided by a transaction cost economics framework. The empirical illustration shows that the case client has reduced the focus on price and authority and instead facilitated a relationship based on trust and cooperation, through procurement procedures involving joint specification, limited bid invitation, bid evaluation based on soft parameters, joint selection of subcontractors, standard contracts coupled with relational norms, usage of collaborative tools, and contractor self-control. The procurement procedures chosen result in a governance form rather similar to the one prescribed by the conceptual model. Furthermore, the project participants are satisfied with the project result and also consider the procurement procedures performed suitable. Hence, the results provide both theoretical and empirical support to the implementation of partnering procurement procedures in construction projects characterized by high complexity and uncertainty

  • 2.
    Larsson, Johan
    et al.
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Byggkonstruktion och -produktion.
    Eriksson, Per-Erik
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Olofsson, Thomas
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Byggkonstruktion och -produktion.
    Simonsson, Peter
    Swedish Transport Administration Luleå.
    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 Simonsson2016Inngår i: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 32, nr 4, artikkel-id 8216001Artikkel i tidsskrift (Fagfellevurdert)
  • 3.
    Larsson, Johan
    et al.
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Byggkonstruktion och -produktion.
    Eriksson, Per-Erik
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Olofsson, Thomas
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Byggkonstruktion och -produktion.
    Simonsson, Peter
    Swedish Transport Administration Luleå.
    Leadership in Civil Engineering: Effects of Project Managers’ Leadership Styles on Project Performance2015Inngår i: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 31, nr 6, artikkel-id 4015011Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Successful completion of a construction project requires the ability to coordinate activities of numerous individuals participating in tasks that often have high levels of complexity and uncertainty. Thus, the project manager plays crucial roles, often setting the ground rules and fostering a collective approach that strongly influence project performance. However, there are uncertainties regarding various aspects of project managers’ influence, particularly related to their leadership style. Thus, the research reported in this paper explores the degrees to which leadership styles affect project outcome and specific leadership styles are appropriate in specific types of situations. The analysis is based on a questionnaire survey of views of 162 project managers employed by the largest public infrastructure client in Sweden. The results indicate that project performance (in terms of cost, time, and quality) is affected by leadership, suggesting that the project manager’s leadership style is a significant project success factor. Further, the results show that certain styles are appropriate in different situations, highlighting the importance of a contingency perspective

  • 4.
    Osipova, Ekaterina
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Byggkonstruktion och -produktion.
    Establishing Cooperative Relationships and Joint Risk Management in Construction Projects: Agency Theory Perspective2015Inngår i: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 31, nr 6, artikkel-id 5014026Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Through construction contracts, clients and contractors are involved in principal-agent relationships. These relationships are argued to be adversarial and characterised by two main features of contracting parties, as follows: (1) different goals, and (2) different attitudes to risk. Agency-related problems contribute to the project participants concentrating on risks associated with their own parts of projects instead of joint risk management (JRM). Fewer studies have discussed JRM, although risk-sharing is a key issue in principal-agent relationships and agency-related problems must be effectively addressed to establish strong collaboration. Thus, the aim of this paper is to investigate how project participants address problems associated with principal-agent relationships and thereby enhance cooperative relationships (and JRM). The empirical findings are based on two longitudinal case studies and show that strong collaboration is a multidimensional activity that is crucial for JRM. Effective JRM is highly dependent on strategies for fostering relationships and collaboration (such as cooperative procurement, establishment of common goals, and open communication), and should be implemented together with these strategies.

  • 5.
    Pesämaa, Ossi
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Larsson, Johan
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Eriksson, Per-Erik
    Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, Industriellt och hållbart byggande.
    Role of Performance Feedback on Process Performance in Construction Projects: Client and Contractor Perspectives2018Inngår i: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 34, nr 4, artikkel-id 04018023Artikkel i tidsskrift (Fagfellevurdert)
    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.

  • 6.
    Westin, Soffi
    et al.
    University of Agder.
    Sein, Maung
    Luleå tekniska universitet, Institutionen för system- och rymdteknik, Datavetenskap.
    Improving data quality in construction engineering projects: an action design research approach2014Inngår i: Journal of Management in Engineering, ISSN 0742-597X, E-ISSN 1943-5479, Vol. 30, nr 3, artikkel-id 5014003Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The topic of data and information quality (DQ/IQ) is a longstanding issue of interest in both academia and practice in the construction engineering field. Poor DQ/IQ has led to poor engineering drawings that, in turn, have led to delays and eventuality to cost overruns. In this paper, we report a study that took an Action Design Research (ADR) approach to develop and evaluate a DQ/IQ assessment tool, which we call Information Quality System (IQS), in a large global engineering and construction company. The evaluation was performed by comparing the level of DQ/IQ in a project that used IQS with two projects that did not use the tool. The result is encouraging: the DQ/IQ in the project using IQS was significantly higher overall than in the two other projects. The implication is that a tool based on the design principles on which IQS was built is likely to help improve DQ/IQ in engineering systems and, hence, in engineering drawings. Consequently, it will decrease project delays and cost overruns. More generally, our paper adds to the discourse in the literature on the use of information and communication technologies (ICT) in the construction context. Our paper illustrates another successful application of action-oriented research that can solve practical problems while generating academic knowledge. In taking a design approach, we augment the literature on the use of action research in construction engineering and management.

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