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Delayed payments have been long standing, pressing issue in construction projects, especially in Government-funded construction projects. The root causes and the consequences of delayed payments must be identified before implementing strategies to mitigate the consequences of such delayed payments. However, these causes and consequences and the parties responsible for managing the delayed payments have not been identified so far. Therefore, the purpose of this study is to investigate the management of payment delays in Government-funded construction projects.

The study used a mixed approach comprising four case studies and a questionnaire survey. The empirical data collected from the case studies and the questionnaire survey were analysed using manual content analysis and mean rating, respectively.

The study identified the most significant causes and the most significant consequences of delayed payments that occur in Government-funded construction projects. It also revealed the strategies that clients, consultants, contractors and other parties can adopt to mitigate the adverse consequences of such delayed payments.

This study identified the most significant causes of delayed payments in Government-funded construction projects, the most significant consequences of such delayed payments and the most suitable strategies the clients, consultants and contractors can adopt to mitigate the consequences of such delayed payments. Thus, this study supports streamlining the management of payment delays in Government construction projects and identifies the roles that different parties must play in managing payment delays in Government building projects, which is an under-researched area.

The UK government has elaborated the effect of late payment on the economy, with its impact on the construction sector being particularly pronounced. This paper aims to evaluate the late payment epidemic that persists within the construction industry, specifically analysing the effectiveness of government-led voluntary payment initiatives.

A mixed philosophical lens is adopted that incorporates both pragmatism and post-positivism to examine the late payment phenomena. Couched within deductive reasoning and a case study strategy, a questionnaire survey was conducted to elicit responses from one-hundred construction professionals. Elucidating upon respondents’ perceptions of the UK’s late payment epidemic, a comparative analysis was undertaken of upstream (main contractor) and downstream (subcontractors/suppliers) contractors through Cronbach’s alpha, descriptive statistics, independence chi-square test, Kruskal–Wallis test and Mann–Whitney U test.

Emergent findings reveal that in practice, the monitoring and enforcement of government-led voluntary payment initiatives has been unprosperous with numerous contractors being forced to adopt indefensibly poor and punitive payment practices. Survey responses and extant literature substantiate and underscore the industry’s need to strengthen voluntary government-led payment initiatives. To create a responsible payment culture, any future code created should be mandatory and enforceable as a self-regulating approach has failed dismally. The work concludes with practical additional measures that could be introduced to create a responsible payment culture and promote ethical trading within the UK construction industry.

This paper constitutes a novel vignette of, and reflection upon, contemporary practice in this area of construction finance and serves to emphasise that very little has changes in the sector despite numerous UK government led reports and interventions.

A common distraction to contractors is that of cash management, and particularly incoming payments. In the extreme, a failure to manage a project's cash flows may bring about business failure. A contractor's financial viability rests on how actual payments from an owner are received. The purpose of this paper is to present a method for contractors to evaluate the punctuality and fullness of owner payments based on historical behaviour.

Owners are classified according to their late and incomplete payment practices. The payment profile of an owner, in the form of aging payments received based on claims, is used as a basis for the method's development. Regression trees are constructed based on three predictor variables, namely, the average time to payment following a claim, the total amount ending up being paid within a certain period and the level of variability in claim response times.

The method will be of interest to contractors concerned with managing their cash positions, as well as those persons looking at contractor‐owner relationships.

The method is intended to be used internally within a contractor's organisation to assist in decision making. The method can also be used by subcontractors, suppliers, and consultants. Owners may use the method reflectively to improve their own practices, to save time and cost by reducing disputes, and to develop better owner‐contractor relationships.

This paper represents an original approach, and an original contribution to contractor pre‐tendering risk analysis practices, and an extension to contractor claim‐payment analysis.

The purpose of this paper is to present an original model, and one of practical use, for a contractor's internal analysis of the likelihood of late and incomplete payments, in an uncertain payment environment. Payments typically dominate the thinking of a contractor and the way a contractor operates. The model applies equally to subcontractors, suppliers and consultants.

The model is based on Markov chains, specially adapted to the problem, where the states are defined as the period of time by which the payment is overdue. In addition, there are special states corresponding to claims that have been paid, and those that need resolution. Transitions between states reflect the payment characteristics on the project (which itself depends on the type of project and the owner‐contractor relationship).

Real project data confirm the validity of the model. Output from the model can be shown to agree with actual contractor payment data. The output is in terms of probability of payment by a certain date, and mean time to payment for amounts owing. Such information assists the contractor in its financial management practices.

The paper gives a summary approach for contractors. A strength and paradox of the model is its simplicity in usage, yet it overlies hidden more extensive mathematics, which might generally not be known or is necessary to be known to contractors. The model analysis feeds into the contractor's cash flow calculations, overall project risk analysis and accounting procedures.

The paper represents an original contribution to the modelling and analysis of contractor payments.

Subcontractor payments typically come through the contractor, though there can be exceptions to this, and their timing and quantum can be affected by the upstream payment practices of the owner to the contractor, as well as the payment practices of the contractor. The purpose of this paper is to study the linked effect of late and incomplete payments of both the owner and contractor on what the subcontractor receives.

The paper's analysis develops on an existing Markov chain formulation of owner payments. The probability of getting payment from an owner or contractor is represented as a function of time since claim submission. Such functions are established through goodness of fit tests using actual project data. The downstream progression of payment from owner to contractor to subcontractor is treated as a collection of series and parallel systems, for which the likelihood of payment is assessed.

A model that enables subcontractors to calculate the likelihood of getting their claims paid, based on owner and contractor historical payment practices, is developed. Subcontractors are able to calculate the conditional and unconditional probabilities of their claims being paid at any time after claim submission. The model may be used with historical payment records, or with identified typical owner and contractor payment types.

The paper presents a practical method by which a subcontractor is able to calculate age‐dependent probabilities of outstanding claim amounts being paid. Such information feeds into the subcontractor's tendering practices before entering a new project, and in the subcontractor's contract administration practices in terms of pursuing claims.

The modelling of the owner‐contractor‐subcontractor payment linkage is original. No similar modelling exists in the literature.

Researchers in supply chain (SC) payment management have long sought to understand how project contractors, project owners, specialist contractors, and suppliers behave in the context of negotiating payment terms that improve contractors' SC cash flow.

Using a single case study approach, semi‐structured interviews with contract and project managers identify behavioral patterns. An analysis of categorical experiments and Spearman's correlation tests on 118 surveys from Taiwanese project contracting corporations generalizes the case findings.

The findings suggest that payment terms of project owners, specialists, and suppliers have an important impact on contractors' working capital. The findings also reveal that contractors pass project owners' payment terms down to specialists and suppliers, suggesting that contractors' behavior depends on that of the project owners.

This paper generalizes the case findings via surveys, but does not assume that the reported behavior patterns apply to all business enterprises. Future research could triangulate the findings.

This study combines qualitative and quantitative methods to understand how the project owner‐contractor‐supplier (or owner‐contractor‐specialist) triad behaves. Particularly, it focuses on an economic sector – real estate and construction – that receives less research interest than processing or manufacturing.

Previous studies have postulated that an advance payment system (APS) positively impacts the contractor's working capital and is paramount to ensuring an efficient and effective project cash flow process. However, scant research has been undertaken to empirically establish the cash flow performance and domino effect of APS on project and organisational performance.

The epistemological design adopted a positivist philosophical stance augmented by deductive reasoning to explore the phenomena under investigation. Primary quantitative data were collected from 504 Construction Industry Development Board (CIDB) registered contractors (within the grade bandings 1–9) in South Africa. A five-point Likert scale was utilised, and subsequent data accrued were analysed using structural equation modelling (SEM).

Emergent findings reveal that the mandatory use of an APS does not guarantee a positive project cash flow, an improvement in organisational performance or an improvement in project performance.

The ensuing discussion reveals the contributory influence of APS on positive cash flow and organisational performance, although APS implementation alone will not achieve these objectives. Practically, the research accentuates the need for various measures to be concurrently adopted (including APS) towards ensuring a positive project cash flow and improved organisational and project performance.

There is limited empirical research on cash flow performance and the domino effect of APS on project and organisational performance in South Africa, nor indeed, the wider geographical location of Africa as a continent. This study addresses this gap in the prevailing body of knowledge.

Construction cash flow models developed in previous researches demonstrated that cash flow profiles vary for differing procurement methods. However, the issue of whether contractors are satisfied or dissatisfied with payment terms impacting cash flows in differing procurement methods is yet to be investigated. This is the concern of this study. The study identified from literature, payment terms potentially thought to impact construction cash flow. Using a 6‐point Likert‐type scale, a questionnaire survey was administered to UK construction contractors in order to assess their level of satisfaction with identified payment terms influencing construction cash flow. Responses from the survey, which focused on traditional and design and build procurement methods were analysed using mean response analysis and one‐way analysis of variance. Results showed that while contractors were satisfied with most of the contractual factors investigated under both procurement systems, they were dissatisfied with two of the factors, namely, time lag between entitlement to receive and actually receiving cash payment and percentage of contract sum retained. This dissatisfaction calls for action to consider devising alternative means of dealing with retention and delay payments.

The purpose of this paper is threefold; first, to give a background to the security of payment problem in the New South Wales construction industry and the problem giving rise to the Building and Construction Industry Security of Payment Amendment Act 2010 (NSW) (“2010 Amendment Act”); second, to provide an analysis of the operation of the 2010 Amendment Act; and finally, to address the main implications of the amendments for the three parties involved, namely the claimant, the respondent and the “Principal contractor”.

A review of the relevant literature was undertaken on the security of payment problem in the NSW construction industry and the problem giving rise to the 2010 Amendment Act. A “black‐letter” approach is adopted to analyse and explain the provisions contained in the 2010 Amendment Act. At the time of writing, no case law relevant to the amendments had been published.

The amendments brought about by the 2010 Amendment Act add appreciably to the scope of the Building and Construction Industry Security of Payment Act 1999 (NSW). The effect of the procedure under the 2010 Amendment Act is similar to that under the Contractors Debts Act 1997 (NSW). The 2010 Amendment Act enables a claimant to “freeze” money in the hands of the Principal contractor pending an adjudication, thereby increasing the chance of recovery of the adjudicated amount by the claimant. If, under this new procedure, the Principal contractor fails to “freeze” the monies, the Principal contractor will be liable (along with the respondent) for the amount owed to the claimant. There is a potential for the amendments to be used unfairly by claimants to coerce settlement of unmeritorious payment claims.

The analysis of the 2010 Amendment Act presented in this paper may be of interest in international jurisdictions where statutory adjudication for the construction industry has been introduced or is being contemplated.

Construction companies require meticulous and thorough financial planning to ensure business survival in an increasingly competitive global market. Past studies assert that cash flow management is also crucial to meeting project and organisational performance expectations. However, the link between an advance payment system (APS), cash flow and project performance has hitherto received scant academic attention. Therefore, this study aims to investigate the attributes and impact of APS on cash flow, project and organisational performance. This study surveyed all registered contractors listed in Grades 1–9 on the Construction Industry Development Board Register of Contractors in South Africa.

This study adopted an empirical epistemological design and deductive reasoning to analyse primary data collated via a questionnaire data collection instrument. Summary statistical and regression analysis were used to explore data garnered.

This study found that key significant attributes of APS in South Africa were payment of balance to the contractor upon project delivery; advance payment to contractors before the commencement of the work; and payment to contractors as agreed. This study proffers that project performance in terms of cost, time and quality performance is highly and positively supported by APS. Moreover, APS positively supports the efficiency, competitiveness and profitability of construction organisations. Cumulatively, these findings confirm that APS attributes in South Africa conforms to the global attributes of APS. The research concludes that client use of APS on projects improves the likelihood of attaining improved quality and time performance. This paper concludes with a recommendation that both public and private clients consider the option of an APS as the ideal payment system to support project and organisational performance.

To the best of the authors’ knowledge, this work constitutes the first attempt to explore the linkages between an APS, cash flow and project performance in South Africa and seeks to engender wider polemic debate and further discussion among industry stakeholders.