Collaborative Contracting in Projects

There have been some collaborative contracts aiming to promote effective collaborative relationships. However the ability to sustain and consistently drive the real collaborative attitudes and behavior remains of enduring practical difficulty. This book presents a series of empirical studies on the relational and contractual factors of collaboration in the execution of engineering and construction projects. It turns out that successful collaboration is not so much the result of contractual arrangements but of ‘managing teams’ emphasizing behavioral and relational aspects. A real collaborative relationship needs both shared relational attitudes between senior management and day-to-day managerial attention on teamworking. This book also demonstrates the RECAP (RElational CAPability) assessment tool that can be used by two collaborating organizations to measure their relationship health and identify specific aspects for improvement.