Construction contracting in theory and practice: A case study

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Abstract
Despite the attention given over the last several years to the effectiveness of alternative contracting methods, problems of co-ordination and control still continue to plague the construction industry. The argument that is presented in this paper is that research in this area has tended to analyse the problem at one remove by essentially ignoring the reality of construction project management and the factors that commonly influence behaviour on a construction project. In particular, little systematic attention has been directed towards how goal and power differentials can affect project outcomes. Evidence is presented from a case study of a management contract to demonstrate how the motives or aims that each party to the contract brings to the relationship and the ability they have to influence successfully the decisions and actions taken can have a substantial effect upon the course of events. The economic and contractual power of the respective parties and also internal organizational conditions are singled out for attention in this respect. The paper concludes that any assessment of the efficacy of various types of delivery system ought to take into account the factors that are likely to influence the operation of those systems in practice.

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