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Enhancing the supplier's non-contractual project relationships with designers

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Enhancing the supplier's non-contractual project relationships with designers. / Sariola, Rami; Martinsuo, Miia.

In: International Journal of Project Management, Vol. 34, No. 6, 01.08.2016, p. 923-936.

Research output: Contribution to journalArticleScientificpeer-review

Harvard

Sariola, R & Martinsuo, M 2016, 'Enhancing the supplier's non-contractual project relationships with designers', International Journal of Project Management, vol. 34, no. 6, pp. 923-936. https://doi.org/10.1016/j.ijproman.2016.04.002

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Sariola, Rami ; Martinsuo, Miia. / Enhancing the supplier's non-contractual project relationships with designers. In: International Journal of Project Management. 2016 ; Vol. 34, No. 6. pp. 923-936.

Bibtex - Download

@article{10c2f3cb68204a4da717e44a2d737269,
title = "Enhancing the supplier's non-contractual project relationships with designers",
abstract = "Project delivery involves networks of customers, contractors, sub-contractors, suppliers, and designers. Strong interorganizational relationships are considered relevant to project performance. Previous research has focused on contractual relationships in direct supply chains, with little attention to suppliers and their non-contractual relationships. This study develops and tests a framework of relationship strength and its antecedents in the non-contractual relationship between suppliers and designers as third parties in construction projects. The intent is to identify the key factors relevant to enhancing the supplier's non-contractual relationships with designers. The results reveal the supplier's activeness and technical capability as antecedents to trust, and supplier's technical capability and supplier-designer cooperation beyond project boundaries as antecedents to commitment. The different antecedents of trust and commitment imply alternative pathways for strengthening non-contractual relationships in construction projects, thereby deviating from activities in contractual relationships. Further research is proposed on other types of third parties and other antecedents of commitment.",
keywords = "Commitment, Interorganizational relationship, Non-contractual relationship, Project networks, Relationship strength, Trust",
author = "Rami Sariola and Miia Martinsuo",
year = "2016",
month = "8",
day = "1",
doi = "10.1016/j.ijproman.2016.04.002",
language = "English",
volume = "34",
pages = "923--936",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier",
number = "6",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Enhancing the supplier's non-contractual project relationships with designers

AU - Sariola, Rami

AU - Martinsuo, Miia

PY - 2016/8/1

Y1 - 2016/8/1

N2 - Project delivery involves networks of customers, contractors, sub-contractors, suppliers, and designers. Strong interorganizational relationships are considered relevant to project performance. Previous research has focused on contractual relationships in direct supply chains, with little attention to suppliers and their non-contractual relationships. This study develops and tests a framework of relationship strength and its antecedents in the non-contractual relationship between suppliers and designers as third parties in construction projects. The intent is to identify the key factors relevant to enhancing the supplier's non-contractual relationships with designers. The results reveal the supplier's activeness and technical capability as antecedents to trust, and supplier's technical capability and supplier-designer cooperation beyond project boundaries as antecedents to commitment. The different antecedents of trust and commitment imply alternative pathways for strengthening non-contractual relationships in construction projects, thereby deviating from activities in contractual relationships. Further research is proposed on other types of third parties and other antecedents of commitment.

AB - Project delivery involves networks of customers, contractors, sub-contractors, suppliers, and designers. Strong interorganizational relationships are considered relevant to project performance. Previous research has focused on contractual relationships in direct supply chains, with little attention to suppliers and their non-contractual relationships. This study develops and tests a framework of relationship strength and its antecedents in the non-contractual relationship between suppliers and designers as third parties in construction projects. The intent is to identify the key factors relevant to enhancing the supplier's non-contractual relationships with designers. The results reveal the supplier's activeness and technical capability as antecedents to trust, and supplier's technical capability and supplier-designer cooperation beyond project boundaries as antecedents to commitment. The different antecedents of trust and commitment imply alternative pathways for strengthening non-contractual relationships in construction projects, thereby deviating from activities in contractual relationships. Further research is proposed on other types of third parties and other antecedents of commitment.

KW - Commitment

KW - Interorganizational relationship

KW - Non-contractual relationship

KW - Project networks

KW - Relationship strength

KW - Trust

U2 - 10.1016/j.ijproman.2016.04.002

DO - 10.1016/j.ijproman.2016.04.002

M3 - Article

VL - 34

SP - 923

EP - 936

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 6

ER -