PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 2013All suppliers providing data for this thesis are established construction companieswith experience of working for a public sector employer. In addition, requirements offinancial stability, technical expertise and relevant resources are minimum standardsset to gain a place on a select list of tenderers for all projects contained within thisresearch.1.2.3 Sociological group participantsParticipants to construction projects comprise unrelated individuals coming togetherfor mutual goal objectives and these follow social convention and general principlesfor cohesion/interpersonal interdependence suggested by Hogg (1992). Practitionersgenerally conform to a theory of ‘group cohesiveness,’ defined by Festinger,Schachter and Back (1950) and this is demonstrated through professional allegiancealigned with member community and group standards. Construction managementprofessionals align with a technical/social class determined by codes of conduct,standards and technological language (Oakley, 1994). This research is set within aparadigm of construction management and theories related to behaviourcharacteristics are those specifically relevant to professions set within a backgroundof Western European culture.1.2.4 Traditional (or discrete) procurement arrangementsA procurement arrangement is designed to ‘ensure that the built structure or facilityfully meets the client’s requirements with regard to quality, functionality andperformance in a cost effective and efficient manner’ (CIRC 2001). In fulfilment ofthis function, procurement involves the ‘process of acquiring new services orproducts and includes contract strategy, contract documentation and contractorselection’ (Bower, 2003). Procurement arrangements within the public sector displaya number of characteristics that reflect a regulated engagement and selectionprocesses. These arise through requirements of accountability, fairness andtransparency embodied within statutory legislation and organisational StandingOrders.3