Barriers to the use of integrated project delivery (IPD): a quantified model for Malaysia

Barriers to the use of integrated project delivery (IPD): a quantified model for Malaysia PurposeThe purpose of this paper is to quantify the barriers to the use of integrated project delivery (IPD), as assessed by 115 construction professionals in Malaysia.Design/methodology/approachBarriers recording highest citation amongst researchers worldwide were collated in the form of a conceptual model. This model was validated via a partial least squares structural equation modelling technique.FindingsFindings advance the body of knowledge on IPD by providing original insights into the nature of key barriers, quantifying the relative importance of each barrier.Research limitations/implicationsDespite the above-mentioned contributions, and before drawing any conclusion, it is prudent to acknowledge limitations, particularly the chosen research approach in focusing on the Malaysian context. Therefore, caution must be exercised in direct application of findings to other contexts; research findings should be seen through the lens of moderatum generalisations (see Payne and Williams, 2005).Practical implicationsApart from contributions to the body of knowledge, for the world of practice, conditions impacting a transition to IPD are discussed, with a recommendation for change management through a tested mechanism like the European Corporate Sustainability Framework.Originality/valueBeing the first empirical study undertaken to quantify the relationship among the identified barriers and IPD, the present study contributes to the field by addressing the gap in IPD research in Malaysia, as an exemplar of a developing country; it creates knowledge to inform further improvements in project performance through facilitating IPD use. The study also offers insight to construction stakeholders in other developing countries for tackling issues that hinder the adoption of an IPD approach, and it also points to major barriers such that resources for tackling barriers may be allocated properly. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Engineering, Construction and Architectural Management Emerald Publishing

Barriers to the use of integrated project delivery (IPD): a quantified model for Malaysia

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0969-9988
DOI
10.1108/ECAM-12-2018-0535
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to quantify the barriers to the use of integrated project delivery (IPD), as assessed by 115 construction professionals in Malaysia.Design/methodology/approachBarriers recording highest citation amongst researchers worldwide were collated in the form of a conceptual model. This model was validated via a partial least squares structural equation modelling technique.FindingsFindings advance the body of knowledge on IPD by providing original insights into the nature of key barriers, quantifying the relative importance of each barrier.Research limitations/implicationsDespite the above-mentioned contributions, and before drawing any conclusion, it is prudent to acknowledge limitations, particularly the chosen research approach in focusing on the Malaysian context. Therefore, caution must be exercised in direct application of findings to other contexts; research findings should be seen through the lens of moderatum generalisations (see Payne and Williams, 2005).Practical implicationsApart from contributions to the body of knowledge, for the world of practice, conditions impacting a transition to IPD are discussed, with a recommendation for change management through a tested mechanism like the European Corporate Sustainability Framework.Originality/valueBeing the first empirical study undertaken to quantify the relationship among the identified barriers and IPD, the present study contributes to the field by addressing the gap in IPD research in Malaysia, as an exemplar of a developing country; it creates knowledge to inform further improvements in project performance through facilitating IPD use. The study also offers insight to construction stakeholders in other developing countries for tackling issues that hinder the adoption of an IPD approach, and it also points to major barriers such that resources for tackling barriers may be allocated properly.

Journal

Engineering, Construction and Architectural ManagementEmerald Publishing

Published: Jul 22, 2019

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