Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 9 results ...

Al-Sobiei, O S, Arditi, D and Polat, G (2005) Predicting the risk of contractor default in Saudi Arabia utilizing artificial neural network (ANN) and genetic algorithm (GA) techniques. Construction Management and Economics, 23(04), 423-30.

Couto, J P and Teixeira, J C (2005) Using linear model for learning curve effect on highrise floor construction. Construction Management and Economics, 23(04), 355-64.

Dainty, A R J, Ison, S G and Briscoe, G H (2005) The construction labour market skills crisis: the perspective of small-medium-sized firms. Construction Management and Economics, 23(04), 387-98.

Hassanein, A and Moselhi, O (2005) Accelerating linear projects. Construction Management and Economics, 23(04), 377-85.

Liu, S L, Wang, S Y and Lai, K K (2005) A general multivariate analysis approach for determining bid mark-up strategy. Construction Management and Economics, 23(04), 347-53.

Min, W and Pheng, L S (2005) Economic order quantity (EOQ) versus just-in-time (JIT) purchasing: an alternative analysis in the ready-mixed concrete industry. Construction Management and Economics, 23(04), 409-22.

Ndekugri, I and Russell, V (2005) Insolvency and resolution of construction contract disputes by adjudication in the UK construction industry. Construction Management and Economics, 23(04), 399-408.

Rahman, M M and Kumaraswamy, M M (2005) Assembling integrated project teams for joint risk management. Construction Management and Economics, 23(04), 365-75.

  • Type: Journal Article
  • Keywords: integration; joint risk management; procurement; relational contracting; supply chain management
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190500040083
  • Abstract:

    Exhaustive risk allocation cannot be achieved through contract conditions, because all risk items cannot be foreseen at the planning stage. Effective management of unforeseen risks/events at post‐contract stage needs the collective efforts of all major contracting parties. The attitude and motivation of project participants are critical to such collaborative arrangements. Project ‘partners’ need to be conditioned, starting with their selection processes, by incorporating appropriate ‘soft’ or relational qualities as important selection criteria. They would then need to work under suitable teambuilding protocols, with flexible contract conditions and appropriate adjustment mechanisms that would all be tailored to suit each specific project. The theoretical construct so developed is examined through a series of recent Hong Kong based studies on ‘joint risk management’. Results lead to the development of a framework for building a coalesced team that includes owners, consultants, contractors, subcontractors and suppliers.

Xenidis, Y and Angelides, D (2005) The financial risks in build-operate-transfer projects. Construction Management and Economics, 23(04), 431-41.