Papers by Mohammad Suprapto
The Essence of owner-contractor collaboration - BH-MS
Do different contract types matter to project performance?
How different contract types and contractual incentive influence project performance remain equiv... more How different contract types and contractual incentive influence project performance remain equivocal. We hypothesized that these effects are mediated by relational attitudes (relational norms and senior management commitment) and teamworking quality (inter-team collaborative processes). A sample of 113 capital projects was collected through an online survey and analyzed using partial least square structural equation modeling. The results show that compared to lump-sum and reimbursable contracts, a partnering contract indirectly improves project performance through better relational attitudes leading to better teamworking quality. Similarly, contractual incentives indirectly improve project performance through better relational attitudes leading to better teamworking quality. As implication, owner and contractor may embrace partnering contracts to achieve better project performance. If a reimbursable or lump-sum contract is already predetermined, spending extra effort on relational ...
Relational factors in owner–contractor collaboration: The mediating role of teamworking
International Journal of Project Management, 2015
ABSTRACT We hypothesized that teamworking quality, defined as an inter-team collaborative process... more ABSTRACT We hypothesized that teamworking quality, defined as an inter-team collaborative process, is the mediator that links the efficacy of three antecedents—relational attitudes (relational norms and senior management commitment), collaborative practices (team integration and joint working procedures), and teams' joint capability (the project team's overall competence and experience)—in improving project performance (efficiency, effectiveness, perceived satisfaction, perceived success). Using a sample of 113 capital projects, we applied partial least squares structural equation modeling to test our hypotheses. The results confirm that the three antecedents indirectly influence project performance through teamworking quality. There is no empirical evidence that these antecedents directly influence project performance: relational attitudes, teams' joint capability, and collaboration practices do not automatically lead to a successful collaboration without day-to-day managerial intervention in teamworking processes. We also found that the parties' expectations regarding continuing relationships, as a consequence of good project performance, are directly affected by relational attitudes.
International Journal of Project Management
Recent research has identified a number of critical success factors to owner-contractor collabora... more Recent research has identified a number of critical success factors to owner-contractor collaborative working relationships in delivering successful capital projects. This stream of research provides important insights to practitioners, however, we still lack of mid-range theory explaining how different success factors inter-relate to each other and in turn affect project performance. This study seeks to conceptualize and empirically test a model of owner-contractor working relationship in capital projects. Specifically, it aims to examine teamworking quality as a mechanism that mediates the effects of relational attitudes, collaborative practices, and project capability on project performance. Empirical data was obtained from 113 project managers and analysed using partial least squares structural equation modelling (PLS-SEM). The results support that teamworking quality mediates the positive effects of relational attitudes, collaborative practices, and joint owner-contractor capab...
How do contract types and incentives matter to project performance?
International Journal of Project Management, 2015
In the light of improving project performance, there has been an increasing attention to developi... more In the light of improving project performance, there has been an increasing attention to developing and practicing better ways of working between owners and contractors. In the execution of capital projects, people employed by different firms work together in teams on temporary basis. They have their own specific competencies and perceptions, causes a complex situation regarding collaboration.
Amongst the students from the Master program Construction Management and Engineering in TU Delft,... more Amongst the students from the Master program Construction Management and Engineering in TU Delft, a clear trend was recognized in the application of Q-methodology in their Master Theses. Although Q-methodology as a research method is already known for decades, lots of academics as well as practitioners are not very familiar with this method. This article therefore aims to shed some light on the application of Q-methodology in project management research. Also it shows how outcomes of Q-research can be used in management practice.
There has been a significant development, both in practice and in theory regarding project partne... more There has been a significant development, both in practice and in theory regarding project partnering. Yet, empirical research shows unequivocal results of this particular collaborative relationship. This explorative qualitative study focuses on a collaborative relationship between an owner and a contractor in a complex engineering project. With the focus on its essential ingredients, we seek to understand how a collaborative relationship is perceived and practiced by project managers from both sides.
International Journal of Project Management
Recent research has identified a number of critical success factors to owner-contractor collabora... more Recent research has identified a number of critical success factors to owner-contractor collaborative working relationships in delivering successful capital projects. This stream of research provides important insights to practitioners, however, we still lack of mid-range theory explaining how different success factors inter-relate to each other and in turn affect project performance. This study seeks to conceptualize and empirically test a model of owner-contractor working relationship in capital projects. Specifically, it aims to examine teamworking quality as a mechanism that mediates the effects of relational attitudes, collaborative practices, and project capability on project performance. Empirical data was obtained from 113 project managers and analysed using partial least squares structural equation modelling (PLS-SEM). The results support that teamworking quality mediates the positive effects of relational attitudes, collaborative practices, and joint owner-contractor capab...
The inherent newness of radically new high-tech products to either the market or the firms involv... more The inherent newness of radically new high-tech products to either the market or the firms involves intertwined problems from both supply-side and demand-side when the products are to be introduced for the first time into the market. This study addressed such problem by formulating a concept called niche applications defined as a particular early version of a radically new high-tech product and its corresponding specialized groups of customers. The study was approached by retrospective analysis using a sample of 37 radically new high-tech products from three industries; ‘chemical, material and metals’, ‘pharmaceuticals and healthcare equipment’, and ‘telecom and media’. A categorization of niche applications was formulated to provide high-tech firms an initial clue for locating the specific customer groups.
This research aimed to investigate the emergence of niche applications and to explore the most li... more This research aimed to investigate the emergence of niche applications and to explore the most likely categories of niche applications for introducing radically new high-tech products in order to provide an initial clue on how to select the initial market. This study raised a challenging main question, For introducing radically new high-tech products, how could firms select niche applications prior to large-scale diffusion in the market? A comprehensive literature study was conducted. This study was approached by retrospective analysis using a sample of 37 radically new high-tech products from three industries; ‘chemical, material and metals’, ‘pharmaceuticals and healthcare equipment’, and ‘telecom and media’. The results from statistical analyses ascertained that the initial markets of the sample were most likely to be niche applications. It was also evident that the emergence of niche applications significantly different from one industry to another. As an initial clue, a categor...
Do different contract types matter to project performance?
How different contract types and contractual incentive influence project performance remain equiv... more How different contract types and contractual incentive influence project performance remain equivocal. We hypothesized that these effects are mediated by relational attitudes (relational norms and senior management commitment) and teamworking quality (inter-team collaborative processes). A sample of 113 capital projects was collected through an online survey and analyzed using partial least square structural equation modeling. The results show that compared to lump-sum and reimbursable contracts, a partnering contract indirectly improves project performance through better relational attitudes leading to better teamworking quality. Similarly, contractual incentives indirectly improve project performance through better relational attitudes leading to better teamworking quality. As implication, owner and contractor may embrace partnering contracts to achieve better project performance. If a reimbursable or lump-sum contract is already predetermined, spending extra effort on relational ...
Relational factors in owner–contractor collaboration: The mediating role of teamworking
International Journal of Project Management, 2015
ABSTRACT We hypothesized that teamworking quality, defined as an inter-team collaborative process... more ABSTRACT We hypothesized that teamworking quality, defined as an inter-team collaborative process, is the mediator that links the efficacy of three antecedents—relational attitudes (relational norms and senior management commitment), collaborative practices (team integration and joint working procedures), and teams' joint capability (the project team's overall competence and experience)—in improving project performance (efficiency, effectiveness, perceived satisfaction, perceived success). Using a sample of 113 capital projects, we applied partial least squares structural equation modeling to test our hypotheses. The results confirm that the three antecedents indirectly influence project performance through teamworking quality. There is no empirical evidence that these antecedents directly influence project performance: relational attitudes, teams' joint capability, and collaboration practices do not automatically lead to a successful collaboration without day-to-day managerial intervention in teamworking processes. We also found that the parties' expectations regarding continuing relationships, as a consequence of good project performance, are directly affected by relational attitudes.
Despite the relatively widespread recognition of relational-based contracting in engineering and ... more Despite the relatively widespread recognition of relational-based contracting in engineering and construction projects, literature indicates a range of paradoxical issues in practice. This study attempts to reconstruct project practitioner's perspectives regarding the essence of collaborative relationships. Applying Q-methodology, subjective opinions and reflections of 30 project practitioners from 19 owner and engineeringconstruction firms were systematically analyzed. The result suggests four distinct perspectives towards effective working relationships, namely a) shared team responsibility, b) execution focused team, c) joint capability and structure; and d) senior leadership pair. Across perspectives, all practitioners shared a belief that an effective owner-contractor relationship should be based on affective trust, shared vision, and mutual attitudes such as open and honest communication, solution seeking instead of blaming, and senior management leadership. In contrast to prior research, long-term orientation and contractual functions were perceived to play a relatively limited role in improving owner-contractor relationships.
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Papers by Mohammad Suprapto