By A. Cox; I. Thompson
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Extra info for Contracting for business success
This behaviour is evident through the imposition of often onerous clauses by some clients in their amended conditions of contract. Primary contractors perceive this as unreasonable, yet pass on the same responsibilities to their sub-contractors. 17'18 The net result, it is argued, is an industry structure with many interfaces, points of tension and conflict, which ultimately leads to increased cost and reduced efficiency. 3. Each party has its own particular needs and interests, which are not necessarily compatible with those of the other actors in the construction process.
This has provided the background against which advocates of long-term collaborative partnerships have been able to claim that there is a superior best practice. Partnering enthusiasts have argued that the parties involved in the process cannot improve productivity and performance, when they are continually forced to start at the bottom of the 'learning curve' on a project-by-project basis. They point to the fact that nothing other than opportunistic behaviour can result from an adversarial relationship built on the need for short-term gain.
Cit. 66 Ibid. T. Kearney/Manchester School of Management (1994) op. cit. 68 Cox, A. (1997) Business Success, op. cit. 69 Ibid. Different cultures and industry structures mean that different practices will be appropriate Chapter 2: A Comparison of International Construction Procurement Introduction In this chapter the ways in which construction is procured in different countries is described, in order to establish whether there is a 'better way' than the approaches that are currently used in the UK.
Contracting for business success by A. Cox; I. Thompson
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