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

Thesis Keith Gale 2013Within the generalised view, individual components – described by practitionersthrough their own words in response to interview questions – provide a significantawareness of the drivers of performance. A summary of practitioners own viewsregarding sociological and operational factors are:• {Sociological factors} …encourage a stronger and a closer relationshipbecause you are participating together and as a result you create morecommon goals and have a key working approach• {Sociological factors afford} …better communication and that’s more likelyto happen in a framework because of the strong relationships• {Operational factors} …are rewarded with incentives from performance andthey are benefiting from that• {Operational factors} …enable both sides to look at historical performancedata related to the project to identify where the client team and the contractorteam members need to improve.The extent of this is perhaps surprising given the traditional conservative views ofthe construction industry (Davies, 2008) and realisation that case study participantshad less than three years experience of framework agreements at the time ofinterview. Coupled with a natural resistance to organisational change proposed bySmollen, 2011, the strength of results and engagement of participants with drivers ofperformance is somewhat significant. A proposition provided by hypothesis H6 isconfirmed.The interview results indicated that project time (start and finish on time) waspositively associated with relationships drivers, works quality (right first time) waspositively associated with motivation drivers, and accuracy of project payments waspositively associated with communication drivers. A proposition provided byhypothesis H6 is hence validated that project outcomes are positively associated withrelationship, communication, incentives and performance review of the KPIs.251