Understanding the conditions of trust in the ALT and AMT relationships in project alliancing

This research also aims to develop a robust trust framework which can improve the understanding of the theory to support trust in alliancing, in particular the ALT and AMT relationship to improve project success factors. Research in trust within the construction industry has not yet examined how the relational signals within the five situations in the normative framework identified by Siegwart Lindenberg affect the level of trustworthiness between partners. More research is necessary to explore potential frameworks that can be used as the basis for future research in trust. Data from previous research in the performance of alliance has been used to verify the proposed framework. The framework will be developed in the ALT and AMT relationship to improve project success factors within the alliance. The originality of this research is trying to understand trust in the context of project alliancing in Australia as there are an increasing number of construction projects using the alliancing procurement method. Additionally, this research is examining the conditions of trust from the ALT and AMT teams specifically formed for the collaboration of project alliancing.

Facilitating a no-blame culture through project alliancing

Innovation occurs within the safety of a no-blame culture yet we see surprisingly scant literature on how this is facilitated within a construction project management context. The purpose of this paper is to demonstrate how innovation and promotion of innovative thinking in action is enabled through a no-blame culture in project alliances in Australia. We argue that innovation is dependent upon collaboration and true collaboration is inextricable linked to behavioural drivers. Foremost of these is a culture of openness and willingness to share the pain and gain from experimentation. Further, this culture requires that collaborators be protected from the threat of being blamed and held accountable for experimental failure. We draw upon theory and data gathered over several recent research studies on the experience of project alliances in Australia. The project alliance procurement form has a unique ‘no-blame’ behavioural contract clause that is crucial in developing a collaborative culture where innovation can evolve through a process of trial and error.

Performance of project alliancing in Australasia: a digest of infrastructure development from 2008 to 2013

Project and program alliances have been an accepted form of project procurement for public infrastructure engineering projects in Australia and New Zealand (Australasia). Alliancing often provides best value and superior value for money when compared to traditional approaches such as Design and Construct, however considerable debate continues about its success and applicability. This paper reports on three studies of completed construction project alliance performance in 2008, 2010 and 2012. Consolidated findings are presented on 61 project alliances, data is analysed and emerging trends discussed. Recent government policy changes in Australia at Federal and State level have led to a decline in the number of project alliances, however, while the volume of alliance activity is declining it still represents billions of dollars of infrastructure construction work being undertaken. Results also revealed that communication and trust between the executive leadership and operational management teams was a major factor contributing to the functioning of the alliance. Furthermore, the research identifies several key factors that were necessary preconditions for successful alliances.

Enabling construction innovation : The role of a no-blame culture as a collaboration behavioural driver in project alliances

A no-blame culture is widely accepted as a collaboration driver yet we see surprisingly scant literature on the theoretical underpinnings for the construction and project management context. A no-blame culture in project alliances, as conducted in Australasia, promotes innovative thinking in action. Innovation is dependent upon collaboration and true collaboration is inextricably linked with behavioural drivers. Foremost of these is a culture of openness and willingness to share the pain and gain from experimentation, one that requires that collaborators be protected from the threat of being blamed and held accountable for experimental failure. The Australasian project alliance procurement form has a unique 'no-blame' behavioural contract clause that can result in the type of breakthrough thinking crucial in developing a collaborative culture where innovation can evolve through a process of trial and error. © 2014 Taylor & Francis.