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Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits

Yıl 2017, Cilt: 1 Sayı: 1, 1 - 12, 10.10.2017

Öz

The construction industry involves high risk-taking activities that result in cost overruns, low productivity, litigation, ineffective communication and construction delays. The introduction of collaboration into the construction industry has been frequently used as an innovative approach towards the achievement of quality in construction and as a remedy for the pitfalls of the conventional approaches of procurement in the construction industry. This study was aimed at assessing the perception of construction professionals on the potential barriers and benefits of collaboration in the construction industry. A questionnaire survey was used to solicit the views of the respondents on the issues under study. A total number of sixty questionnaires were sent to the respondents under investigation. Data from the survey was analyzed using Relative Importance Indices. The findings from the study revealed that fear of micromanagement, lack of common goals and past negative experience with collaboration were the main barriers to collaboration in the Ghanaian construction industry. Also, the main benefits associated with collaboration in the Ghanaian construction industry were identified to include total cost perspective in collaboration, technical expertise by partners and availability of resources in collaborations. The study recommends that collaboration should be widely accepted and practiced, and careful consideration should be given to professional expertise with sufficient skills during the selection of partners and workshops to advocate the use of collaboration in the construction industry.

Kaynakça

  • Abdul-Nifa F.A. & Ahmed V. 2010 The role of organizational culture in construction partnering to produce innovation. In: Egbu, C., (Ed) Procs 26th Annual ARCOM Conference, 6-8 September 2010, Association of Researchers in Construction Management, Leeds, UK, pp.725-734.
  • Abudayyeh O. 1994. Partnering: a team building approach to quality construction management. ASCE Journal of Management in Engineering, 10(1), 26-29.
  • Anglisger P. & Jenk J. 2004. Creating successful alliances. Journal of Business Strategy, 25(2), 18-23.
  • Anvuur A., Kumaraswamy M. & Male S. 2006. Taking forward public procurement reforms in Ghana. http//www.anvuur@hkusua.hku.hk (accessed 05 December 2015).
  • Barlow J. & Cohen M. 1997 Towards positive partnering. The Policy Press.
  • Bennett J. & Jayes S. 1998 The Seven Pillars of Partnering: a Guide to Second Generation Partnering. Thomas Telford Books.
  • Chan A.P.C., Chan D.W.M., Chiang Y.H., Tang B.S., Chan E.H.W. & Ho K.S.K. 2004. Exploring critical success factors for partnering in construction projects. Journal of Construction Engineering and Management, 130(2), 188-198.
  • Cheung S.N.T., Wong S. & Suen H. 2003. Behavioural aspects in construction partnering. International Journal of Project Management, 21, 333-343. Construction Industry Institute. 1991. Article of 5th January 2010. www.ghanaweb.com (accessed 20 November 2015).
  • Cowan C. 1991 A strategy for partnering in the public sector. In: Preparing for Construction in 21st Century (ed. L.M. Chang), ASCE, New York, NY, pp. 721−726.
  • Crespin-Mazet F. & Ghauri P. 2006. Co-development as a marketing strategy in the construction industry. Industrial Marketing Management, 36(1), 158-172.
  • De Vos A.S. 2002 Combined quantitative and qualitative approach, In: Research at grassroots. a primer for the caring professions, Pretoria: Van Schaik Publishers.
  • Fong P.S.W. & Lung B.W.C. 2007. Interorganizational teamwork in the construction industry. Journal of Construction Engineering and Management, 133(2), 157-168.
  • IDP Guideline. 2003 Optimization of Solar Energy Use in Large Buildings, Subtask B, Design Process Guidelines, Version 1.1, Berlin, Germany.
  • Kumar R. 1996 Research Methodology: A Step-by-Step Guide for Beginners. SAGE Publications Limited.
  • Latham M. 1994 Constructing the Team: Joint Review of Procurement and Contractual Arrangements in the United Kingdom Construction Industry, Final report of the Government/Industry review of procurement and contractual arrangements in the UK construction industry, HMSO, London.
  • Li H., Cheng E.W.L. & Love P.E.D. 2000. Partnering research in construction. Engineering, Construction and Architectural Management, 7(1), 76-92.
  • Liu A.M. & Fellows R. 2001. An eastern perspective on partnering. Engineering, Construction and Architectural Management, 8(1), 9-19.
  • Lowe A. 2012. Introduction to construction partnering. http//www.allanlowe.com/introductiontoconstructionpartnering (accessed 05 November 2015).
  • Megha D. & Rajiv B. 2013. A methodology for ranking of causes of delay for residential construction projects in Indian context. International Journal for Emerging Technology and Advanced Engineering, 3(3), 396-404.
  • Moore C., Mosley D. & Slagle M. 1992. Partnering: guidelines for win-win project management. Project Management Journal, 23(1), 18-21.
  • Naoum S.G. 2003. An overview into the concept of partnering. International Journal of Project Management, 21(1), 71-76.
  • Nystrom J. 2005. The definition of partnering as a Wittgenstein Family resemblance concept. Construction Management and Economics, 23(5), 473-481.
  • Osborne C. 2012. Alliancing and partnering: forming a successful alliance. http://www.osborneclarke.com (accessed 11 December 2015).
  • Pearl D. 2004. An Integrated Design Process, Canadian Architect White Paper.
  • Saeed A. 2011. Partnering effects on construction projects. Construction Management and Economics, 5(1), 12-18.
  • Scott B. 2001 Partnering in Europe: Incentive Based Alliancing for Projects. Thomas Telford Books.
  • Simpson J. 2001. Partnering in the Team, Kawneer White Paper.
  • Sonnenbery F.K. 1992. Partnering: entering the age of cooperation. Journal of Business Strategy, 13(3), 49-52.
  • Stiles J. 1995. Collaboration for competitive advantage: The changing world of alliances and partnerships. Project Management Journal, 20(1), 11-20.
  • Stipanowich T.J. & Matthews W.L. 1997. At the cutting edge: Conflict avoidance and resolution in the US construction industry. Construction Management and Economics, 15(1), 505-512.
  • Swan W. & Khalfan M.A. 2007. Mutual objective setting for partnering projects in the public sector. Engineering, Construction and Architectural Management, 14(2), 119-130.
  • Wood G.D. & Ellis R.C.T. 2005. Main contractor experiences of partnering relationships on UK construction projects. Construction Management and Economics, 23(1), 317–325.
Yıl 2017, Cilt: 1 Sayı: 1, 1 - 12, 10.10.2017

Öz

Kaynakça

  • Abdul-Nifa F.A. & Ahmed V. 2010 The role of organizational culture in construction partnering to produce innovation. In: Egbu, C., (Ed) Procs 26th Annual ARCOM Conference, 6-8 September 2010, Association of Researchers in Construction Management, Leeds, UK, pp.725-734.
  • Abudayyeh O. 1994. Partnering: a team building approach to quality construction management. ASCE Journal of Management in Engineering, 10(1), 26-29.
  • Anglisger P. & Jenk J. 2004. Creating successful alliances. Journal of Business Strategy, 25(2), 18-23.
  • Anvuur A., Kumaraswamy M. & Male S. 2006. Taking forward public procurement reforms in Ghana. http//www.anvuur@hkusua.hku.hk (accessed 05 December 2015).
  • Barlow J. & Cohen M. 1997 Towards positive partnering. The Policy Press.
  • Bennett J. & Jayes S. 1998 The Seven Pillars of Partnering: a Guide to Second Generation Partnering. Thomas Telford Books.
  • Chan A.P.C., Chan D.W.M., Chiang Y.H., Tang B.S., Chan E.H.W. & Ho K.S.K. 2004. Exploring critical success factors for partnering in construction projects. Journal of Construction Engineering and Management, 130(2), 188-198.
  • Cheung S.N.T., Wong S. & Suen H. 2003. Behavioural aspects in construction partnering. International Journal of Project Management, 21, 333-343. Construction Industry Institute. 1991. Article of 5th January 2010. www.ghanaweb.com (accessed 20 November 2015).
  • Cowan C. 1991 A strategy for partnering in the public sector. In: Preparing for Construction in 21st Century (ed. L.M. Chang), ASCE, New York, NY, pp. 721−726.
  • Crespin-Mazet F. & Ghauri P. 2006. Co-development as a marketing strategy in the construction industry. Industrial Marketing Management, 36(1), 158-172.
  • De Vos A.S. 2002 Combined quantitative and qualitative approach, In: Research at grassroots. a primer for the caring professions, Pretoria: Van Schaik Publishers.
  • Fong P.S.W. & Lung B.W.C. 2007. Interorganizational teamwork in the construction industry. Journal of Construction Engineering and Management, 133(2), 157-168.
  • IDP Guideline. 2003 Optimization of Solar Energy Use in Large Buildings, Subtask B, Design Process Guidelines, Version 1.1, Berlin, Germany.
  • Kumar R. 1996 Research Methodology: A Step-by-Step Guide for Beginners. SAGE Publications Limited.
  • Latham M. 1994 Constructing the Team: Joint Review of Procurement and Contractual Arrangements in the United Kingdom Construction Industry, Final report of the Government/Industry review of procurement and contractual arrangements in the UK construction industry, HMSO, London.
  • Li H., Cheng E.W.L. & Love P.E.D. 2000. Partnering research in construction. Engineering, Construction and Architectural Management, 7(1), 76-92.
  • Liu A.M. & Fellows R. 2001. An eastern perspective on partnering. Engineering, Construction and Architectural Management, 8(1), 9-19.
  • Lowe A. 2012. Introduction to construction partnering. http//www.allanlowe.com/introductiontoconstructionpartnering (accessed 05 November 2015).
  • Megha D. & Rajiv B. 2013. A methodology for ranking of causes of delay for residential construction projects in Indian context. International Journal for Emerging Technology and Advanced Engineering, 3(3), 396-404.
  • Moore C., Mosley D. & Slagle M. 1992. Partnering: guidelines for win-win project management. Project Management Journal, 23(1), 18-21.
  • Naoum S.G. 2003. An overview into the concept of partnering. International Journal of Project Management, 21(1), 71-76.
  • Nystrom J. 2005. The definition of partnering as a Wittgenstein Family resemblance concept. Construction Management and Economics, 23(5), 473-481.
  • Osborne C. 2012. Alliancing and partnering: forming a successful alliance. http://www.osborneclarke.com (accessed 11 December 2015).
  • Pearl D. 2004. An Integrated Design Process, Canadian Architect White Paper.
  • Saeed A. 2011. Partnering effects on construction projects. Construction Management and Economics, 5(1), 12-18.
  • Scott B. 2001 Partnering in Europe: Incentive Based Alliancing for Projects. Thomas Telford Books.
  • Simpson J. 2001. Partnering in the Team, Kawneer White Paper.
  • Sonnenbery F.K. 1992. Partnering: entering the age of cooperation. Journal of Business Strategy, 13(3), 49-52.
  • Stiles J. 1995. Collaboration for competitive advantage: The changing world of alliances and partnerships. Project Management Journal, 20(1), 11-20.
  • Stipanowich T.J. & Matthews W.L. 1997. At the cutting edge: Conflict avoidance and resolution in the US construction industry. Construction Management and Economics, 15(1), 505-512.
  • Swan W. & Khalfan M.A. 2007. Mutual objective setting for partnering projects in the public sector. Engineering, Construction and Architectural Management, 14(2), 119-130.
  • Wood G.D. & Ellis R.C.T. 2005. Main contractor experiences of partnering relationships on UK construction projects. Construction Management and Economics, 23(1), 317–325.
Toplam 32 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular İnşaat Mühendisliği
Bölüm Makaleler
Yazarlar

K. Agyekum Bu kişi benim

Burcu Salgın Bu kişi benim

N.m. Kwablah Bu kişi benim

Yayımlanma Tarihi 10 Ekim 2017
Yayımlandığı Sayı Yıl 2017 Cilt: 1 Sayı: 1

Kaynak Göster

APA Agyekum, K., Salgın, B., & Kwablah, N. (2017). Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits. Eurasian Journal of Civil Engineering and Architecture, 1(1), 1-12.
AMA Agyekum K, Salgın B, Kwablah N. Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits. EJCAR. Ekim 2017;1(1):1-12.
Chicago Agyekum, K., Burcu Salgın, ve N.m. Kwablah. “Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits”. Eurasian Journal of Civil Engineering and Architecture 1, sy. 1 (Ekim 2017): 1-12.
EndNote Agyekum K, Salgın B, Kwablah N (01 Ekim 2017) Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits. Eurasian Journal of Civil Engineering and Architecture 1 1 1–12.
IEEE K. Agyekum, B. Salgın, ve N. Kwablah, “Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits”, EJCAR, c. 1, sy. 1, ss. 1–12, 2017.
ISNAD Agyekum, K. vd. “Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits”. Eurasian Journal of Civil Engineering and Architecture 1/1 (Ekim 2017), 1-12.
JAMA Agyekum K, Salgın B, Kwablah N. Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits. EJCAR. 2017;1:1–12.
MLA Agyekum, K. vd. “Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits”. Eurasian Journal of Civil Engineering and Architecture, c. 1, sy. 1, 2017, ss. 1-12.
Vancouver Agyekum K, Salgın B, Kwablah N. Collaboration in the Ghanaian Construction Industry: Perceived Barriers and Benefits. EJCAR. 2017;1(1):1-12.

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