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Configuration Analysis of Integrated Project Delivery Principles’ Obstacle to Construction Project Level of Collaboration

Author

Listed:
  • Tingting Mei

    (School of Civil Engineering and Architecture, Wuhan Institute of Technology, Wuhan 430070, China)

  • Shuda Zhong

    (School of Resources & Safety Engineering, Wuhan Institute of Technology, Wuhan 430070, China)

  • Huabin Lan

    (School of Civil Engineering and Architecture, Wuhan Institute of Technology, Wuhan 430070, China)

  • Zeng Guo

    (School of Entrepreneurship, Wuhan University of Technology, Wuhan 430070, China)

  • Yi Qin

    (School of Civil Engineering and Architecture, Wuhan Institute of Technology, Wuhan 430070, China)

Abstract

Integrated Project Delivery (IPD) with collaborative work as its core is supported by increasing numbers of scholars and practitioners, due to the performance improvement of project construction and projects’ success promotion. However, some factors such as the contract, the technology, and the personnel behaviors hinder the application of IPD, which has negative impacts on the collaboration level of construction projects. On the basis of the configuration analysis, the purpose of this paper is to increase the effectiveness of collaborative management of construction projects by encouraging the application of IPD principles. This is achieved by introducing the proof of contradiction and thoroughly examining the impact of the application of IPD principles’ barrier with the level of collaboration. Added to that, the research necessity of configuration analysis on IPD principles’ obstacle to construction project collaboration is demonstrated through bibliometric analysis; thus, a questionnaire survey is applied to collect opinions related to IPD principles from 235 industry practitioners. Fuzzy set qualitative comparative analysis (fsQCA) is deployed to gather IPD principles’ obstacles for construction project collaboration. The results show that (1) the absence of contractual and behavioral principles obstructs significantly the level of collaboration of construction projects in several cases, (2) catalysts for IPD have no significant impact in most cases, and (3) the unfamiliarity with IPD has negative impacts on the application of its principles. The theoretical contribution consists of filling the gap in IPD’s collaborative management research and improving the research method in related fields. As for the practical contribution, it aims to prioritize the importance of IPD principles and provide valuable suggestions.

Suggested Citation

  • Tingting Mei & Shuda Zhong & Huabin Lan & Zeng Guo & Yi Qin, 2023. "Configuration Analysis of Integrated Project Delivery Principles’ Obstacle to Construction Project Level of Collaboration," Sustainability, MDPI, vol. 15(4), pages 1-17, February.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:4:p:3509-:d:1068274
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    References listed on IDEAS

    as
    1. Armstrong, J. Scott & Overton, Terry S., 1977. "Estimating Nonresponse Bias in Mail Surveys," MPRA Paper 81694, University Library of Munich, Germany.
    2. Tingting Mei & Zeng Guo & Peng Li & Kaixian Fang & Shuda Zhong, 2022. "Influence of Integrated Project Delivery Principles on Project Performance in China: An SEM-Based Approach," Sustainability, MDPI, vol. 14(8), pages 1-17, April.
    3. Du, Yunzhou & Kim, Phillip H., 2021. "One size does not fit all: Strategy configurations, complex environments, and new venture performance in emerging economies," Journal of Business Research, Elsevier, vol. 124(C), pages 272-285.
    4. Howard Ashcraft, 2022. "Transforming project delivery: integrated project delivery," Oxford Review of Economic Policy, Oxford University Press and Oxford Review of Economic Policy Limited, vol. 38(2), pages 369-384.
    5. Faris Elghaish & M. Reza Hosseini & Saeed Talebi & Sepehr Abrishami & Igor Martek & Michail Kagioglou, 2020. "Factors Driving Success of Cost Management Practices in Integrated Project Delivery (IPD)," Sustainability, MDPI, vol. 12(22), pages 1-14, November.
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