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Claims and disputes are often unavoidable in the construction industry due to its unique and complex characteristics involving the massive investment of capital, lengthy project duration, and multiple project stakeholders. This chapter intends to identify the critical construction claims attributes, compare the perceptions of major stakeholders on different claim attributes, and investigate the contrast of the top five claim attributes between this study and previous ones. The literature review resulted in 48 claim attributes responsible for the construction project schedule delays. These attributes were then presented to Vietnam construction industry (VCI) practitioners in the form of a questionnaire survey. Data analysis was done based on the collected 113 qualified samples. Relative importance index (RII) was applied to determine the ranking of claim attributes. The results were that the top five causes of claims, that is, payment delays, mistakes by contractor during construction stage, delays in work progress by the contractor, financial failure of the contractor, and frequently changing requirements by the owner, lead to the schedule delays in VCI. These findings can assist the local industry practitioners and foreign companies seeking a share in the VCI market in understanding the causes of construction claims comprehensively and formulating the countermeasures to minimise their impacts and hence reduce the unnecessary losses and raise the likelihood of success as well as maintain sustainable relationships among stakeholders.

This chapter focuses on the circumstances under which active clients in universities construct external management consultants as actors. Much research focuses on how consultants legitimize decisions and trends in business organizations, but we know little about how consultants become legitimized as actors in other organizational fields. In the academic field, clients are embedded in a variety of organizational settings embedded in different institutional logics, which determine their sense making. By analyzing how consultants are legitimized, the authors contribute to a better understanding of the organizational preconditions that support the construction of an external expert as an actor. By focusing on IT and strategy consulting in academia, further, the authors discuss the role of competing institutional logics in legitimization processes and the importance of intra-organizational communities.

Value management is a conceptual process that ensures the use of alternative materials to increase the function, reduce time and eliminate unnecessary cost. This process spreads from when the client has given the brief to the used stage of the project. It involves gathering the professionals involved in the project by a value management facilitator for 40 hours of brainstorming and finding alternative materials to be used. Furthermore, the ways to avoid difficulty in the project are devised by looking critically into the brief and outline design, removing unnecessary costs found in the design or brief before the project comes to execution and achieving more functionality for the project while at the same time getting value for money. Australia experienced an improved economy with the implementation of value management into construction some years ago. This study is aimed at evaluating how value management is practiced in Australia and correspondent application of its tools on construction projects in Australia. This entails details relating to its application in the country's construction, history and methodology, the application of the practice, challenges faced, benefits and measures to enhance the industry. The study was rounded up with a conclusion to summarize the salient observations made during the study.

In this chapter, the nature and extent of corruption in the construction industry is considered from a worldwide perspective, but particularly in the context of research conducted in South Africa. The definition of corruption is expanded to include conflict of interest and unethical conduct. Corruption in the construction industry is found to be universal and pervasive, occurring in all areas, at all stages, at all levels, and in all forms. A simple triangular model of corruption is replaced by a more complex four-dimensional risk-based model. The challenge for the construction industry, in combating corruption, will essentially require multilateral action in all four dimensions of the enhanced model: eliminating and reducing opportunities where possible; relieving the pressures to commit corrupt acts; rebutting the rationales and arguments used to excuse corruption; and substantially improving and innovating more forensic methods of detection. While the decision to engage in corruption is risk-based, particularly in terms of the capacity to evade detection; in essence corruption is a cultural and moral issue for society.

This research subscribes to the on-going process school of construction project briefing. Stakeholders underrepresented in the literature are engaged with by focussing on Formula 1 motor racing circuits. Attention is given to the rationales through which stakeholders define construction projects at such venues. The aim of this paper is to understand the realities experienced by stakeholders and how these resonate with the rhetoric of briefing literatures.

A single case-based research approach, encouraged for studying informality and emergence, was used to study a heritage oriented construction project at Silverstone Formula 1 Circuit, UK. Data included field-notes, interviews and strategy documents. Stakeholder interests cannot be directly accessed; however, language used when defining projects can be. Analysis focussed on how project rationales drawn directly from data could be grouped into interpretative repertoires. These repertoires are linguistic resources, drawn upon by stakeholders, formed partly from sets of rationales oriented around a common interest.

The priorities given to competing rationales are found to fluctuate through time and depending on audience. Project advocates mobilise these conflicting rationales, from different repertoires, to different audiences simultaneously when strategically defining the heritage project. Discursive definitions emerged during analysis through studying both formal and informal briefing practices.

Conflict among stakeholders with competing agendas during briefing is widely recognised however references to discursivity are currently scant.

Coping with discursivity during briefing poses significant challenges for construction professionals.

By interpreting strategic briefing as an on-going and discursive process of project definition, researchers and practitioners can better empathise with realities experienced by stakeholders.

The prevalent practice of construction supply chain (CSC) in developing countries with a focus on Africa was presented in this chapter. Two African countries (South Africa and Ghana) were selected due to the extensive literature on the CSC emanating from the countries. The impediment to the effective management of the CSC in the two African countries was also examined in this chapter. It was discovered that the vital inhibition to the performance of CSC in developing countries is the adoption of culture from developed countries without a proper model for ensuring its implementation in developing countries. Also, no model has incorporated the principles and technologies of the fourth industrial revolution (4IR) to manage the CSC. The failure to adopt the 4IR technologies like block chain, big data and the internet of things has prevented the proper application of CSC practices in developing countries. CSC practices like collaboration, integration, lean supply chain, information sharing, financial management and communication are the primary practice in developing countries. Finally, this chapter called for the development of a model for managing the CSC in developing countries in alignment with the principles of the 4IR.

The construction sector must accept new ways of working if it is to remain competitive and meet the demands of its ever-demanding clients in the twenty-first century. Many people believe that collaborative working is required for design and construction teams to comprehend the complete construction process life cycle. Collaboration among project participants has gained a lot of attention in the field of construction management in recent years. The claim that cooperation promotes project success is supported by a number of case studies. The goal of this study is to see if facilitating collaboration is a good indicator of long-term construction. Effective cooperation, on the other hand, is now recognised as having an impact on project performance in terms of project success and delivery.

The social sciences and institutional theory have seen the proliferation of the term actor and the profusion of its meanings. Despite the importance and ubiquity of actor in institutional theory, the term is largely taken-for-granted, which has stunted the development of institutional theories of actors. The authors aspire to spur theorization of actor in institutional theory in the hope of carving out institutional theories of actor in the collective research agenda. The authors first contextualize their interest in actor in institutional theory and discuss the intellectual context within which the authors put this agenda forward. The authors briefly sketch out the main themes that would provide fruitful areas of inquiry in this new agenda and bring together a variety of strands in institutional theory with a clear focus on the relationship between institutions and actors. The authors conclude by discussing the contributions included in the volume.

This chapter aimed to uncover the gaps in the existing construction supply chain management (CSCM) models. Organisational culture and the fourth industrial revolution (4IR) components are the two gaps that were identified through reviewing existing CSCM models. The 4IR is driven by three components which are smart management, virtualisation and cyber-physical system. It was proposed in this chapter that the practice of CSCM should be in tandem with the components of 4IR. This chapter recommended that for the effective practice of the construction supply chain (CSC) in the 4IR era, construction stakeholders should adopt an innovative and collaborative organisational culture. The organisational culture adopted by a construction firm performs a crucial role in encouraging construction stakeholders in adopting 4IR components for CSCM. Each of the 4IR components is driven by technologies like autonomous robots, building information modelling (BIM), radio frequency identification (RFID), the internet of things (IoT) and others. Among all the technologies, it was discovered that RFID and BIM had gained prominence in most CSC literature. The chapter recommended that blockchain, digital twins and the cyber-physical system are the next trending technology for CSCM.