IMPLEMENTING EFFECTIVE COLLABORATION IN CONSTRUCTION THROUGH A BOTTOM UP APPROACH

Abstract

Change has been a byword of the construction industry over the last two decades. In most cases procurement strategy change has been spearheaded by government on public projects. This type of change focuses on practices without a corresponding change in culture. Using desktop research this review examines clients as agents of change as they are in a position to positively influence the construction industry through the manner in which they procure. A shift from procurement practices modelled after Principal Agent Theory to those modelled after Stewardship Theory would help enable this change. The findings provide insight into why client change is effective and highlight the importance of collaborative procurement. Practically this review encourages clients to be at the fore of change to encourage an industry culture with a focus on value and shared interests. Since the review provides a theoretical perspective, further empirical research could be conducted to delve into actual expert client inspired change.