Author
Chenxi Shi
Bio: Chenxi Shi is an academic researcher from Tianjin University. The author has an hindex of 1, co-authored 1 publications receiving 52 citations.
Papers
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TL;DR: In this article, the effects of uncertainty on the supplier's opportunistic behavior and the moderating effects of contractual complexity are examined, using data from 220 owners and general contractors in the Chinese construction industry.
99 citations
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TL;DR: In this article, the authors evaluate the effects of contract structure on trust and on the likelihood of continued collaboration in inter-firm disputes by distinguishing between control and coordination functions of contracts, separating goodwill-based and competence-based trust.
Abstract: Leveraging a longitudinal dataset concerning 102 inter-firm disputes, we evaluate the effects of contract structure on trust and on the likelihood of continued collaboration. We theoretically refine and empirically extend prior research by (a) distinguishing between control and coordination functions of contracts, (b) separating goodwill-based and competence-based trust, and (c) evaluating the effects of contract structure on relational outcomes in the context of disputes. We find that control provisions increase competence-based trust, but reduce goodwill-based trust, resulting in a net decrease in the likelihood of continued collaboration. Coordination provisions increase competence-based trust, leading to an increased likelihood of continued collaboration.
72 citations
TL;DR: A systematic literature review on project governance is presented in this article, where a typology of projects is proposed to help link project governance guidelines to specific project contexts and future research directions for progressing the theoretical and practical understanding of project governance are identified.
63 citations
TL;DR: The framework may be considered as a basis for extending the effect of uncertainty on consequential performance, as opposed to assuming uncertainty will impede effectiveness or testing uncertainty and managerial interventions as separate contingencies.
42 citations
TL;DR: In this article, the authors employ interviews with 38 project practitioners from three different industries in Norway to identify the five most important factors for project practitioners to prioritize in order to reduce transaction costs through improved collaboration.
Abstract: Transaction costs in projects can be reduced through improved collaboration between contractors and clients. The purpose of this paper is to respond to the call for further research on the framework suggested by Li et al. (2015) who presented 26 factors that determine project transaction costs. The objective is to empirically test the framework to identify factors that have the greatest influence on project collaboration so that practitioners can prioritize their efforts on the most salient factors that will improve collaboration and reduce transaction costs.,The paper employed interviews with 38 project practitioners from three different industries in Norway. The respondents had in average 20 years of professional experience.,The quality of communication, project uncertainty, owner’s organizational efficiency, change orders and trust were the five most frequently found factors that influence both project transaction costs and collaboration level. When the authors compared findings between different industries the authors found that the quality of communication was important for all industries. The owner’s organizational efficiency was also highly important in oil and gas and ICT projects. Trust was particularly important in oil and gas projects while frequency of claims was particularly important in construction projects.,This paper identifies the five most important factors for project practitioners to prioritize in order to reduce transaction costs through improved collaboration.,The paper contributes to the conceptual theory of transaction costs and collaboration as it empirically tests and extends the framework developed by Li et al. (2015).
33 citations
TL;DR: In this paper, the authors propose a joint-contract fun game for building information modeling (BIM) projects and demonstrate that EPC contracting does not promote collaboration and thus may not be suitable for BIM projects.
Abstract: Engineering, procurement, and construction (EPC) contracting does not promote collaboration and thus may not be suitable for building information modeling (BIM) projects. Joint-contract fun...
29 citations