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For a number of years, the construction industry has seen an ongoing shift from design-bid-build to design-build contracts. This transition in contract type entails changes for both the organizations and the individuals involved. Consequently, the purpose of this paper is to investigate how the client manages the transition between the different contract types from an organizational change perspective in a project-led organization.

A multiple case study of six infrastructure projects with DB contracts, all managed by the Swedish Transport Administration, was conducted. The major source of data is semi-structured interviews with respondents from both the client and the contractors.

Results suggest that the transition has resulted in a mix of design-bid-build and design-build as contract type owing to issues when changing in a project-led organization. A change in vision also requires a concomitant change in culture, systems and roles.

The study only includes cases from the Swedish transport infrastructure sector, which limits the generalizability. The findings are also indicative owing to the small number of cases.

The findings further our understanding of managing change in complex projects, which might help practitioners to manage change in a more integrated way.

The findings enrich our understanding of the systemic change that a switch in contract types can have in inter-organizational complex projects such as transport infrastructure projects. Furthermore, it emphasizes the intricate task of change management in project-led organizations and its effects on roles and responsibilities.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

Mark Klinedinst cuts straight to the chase with a chapter which examines the performance of commercial banks in the United States relative to credit unions which are financial cooperatives with democratic structures. Using panel data for the 1990s and early 2000s Mark shows that credit unions are more efficient than banks that are comparable in size, the metric being the assets per dollar of salary managed by the organization. Given that credit unions in the United States have not required a massive taxpayer bailout, the chapter offers food for thought as to what shape financial institutions should take in the United States going forward.

All sorts of distinctions can be made concerning prestige goods: for instance, between the most durable like precious stones passed down from generation to generation and the ephemeral ones, or between those which seem to exert a universal fascination, like gold and others valued only in some places. The question of borrowings and possible syncretism is also most appealing for the comparatist and countless illustrations could be given here. In many cases, prestigious goods must be studied by taking both their symbolic and practical value into consideration. What I mean is that a ‘Veblenesque’ approach only paying attention to them as status symbols tends to underestimate their functional dimension. For example, limousines or jets must certainly be analyzed in terms of attributes of power and status enhancement. However, one cannot deny that they also have concrete functions of ‘comfortableness’ and rapidity for ubiquitous elites bound to do extensive traveling. Normally, in modern democracies, top political actors inherit or acquire all kinds of prestigious public assets, but these must be returned at the end of their mandate. Even presents officially given to them are supposed to be surrendered to a public museum. The famous affair of Emperor Bokassa's diamonds offered to Valéry Giscard d’Estaing no doubt discredited the French President and contributed to his defeat in the 1981 elections.