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The purpose of this research is to investigate the effects of inter-organizational conflicts on the project added value in the Chinese construction industry, and also to examine the mediating effect of conflicts on project added value and the moderating effect of conflict management strategies.

A conceptual model was developed, and a structured questionnaire survey was conducted with 667 professionals. The structural equation modeling technique was used to analyze the data.

The results showed that task conflict, relationship conflict and process conflict were influenced by subject characteristics of project participants, bilateral relationship characteristics and project characteristics. Similarly, these three types of conflicts interact with each other. Meanwhile, these three types of conflicts influence the added value in construction projects, which are moderated by conflict management strategies. Under a collaborating strategy, task conflict and process conflict were positively associated with project added value, and relationship conflict was negatively associated with project added value. Under a competing strategy, task conflict, process conflict and relationship conflict were negatively associated with added value in construction projects. Therefore, the constructive and destructive effects of conflicts on project added value under different conflict management strategies are verified in Chinese construction projects.

The variables may not be exhaustive for construction projects and most of them were applied in construction projects for the first time. As a result, their rationality and effectiveness could be further improved. The results implied that inter-organizational conflicts had a constructive effect on project added value and should attract broad attention for future research. Additionally, different driving factors had different influences on these conflicts, and even the driving factors can be divided into different dimensions.

This study provides a better understanding of the relationship between inter-organizational conflicts and added value in construction projects, and a reliable reference for the project manager to effectively deal with these conflicts. In addition, this research reveals the effects of conflicts on project added value and the path of conflicts transformation. This provides a useful reference for project managers to take advantage of the positive effect of task conflict and process conflict, and to avoid the negative effect of relationship conflict.

Very few studies attempted to examine the effects of inter-organizational conflicts on project added value in construction projects. Therefore, this research makes significant theoretical and practical contributions to the existing body of knowledge on the conflict management and project added value. This research provides an empirical evidence to support the viewpoint that different types of conflicts can be mutually transformed. Similarly, this study explains how conflicts present functional and dysfunctional effects in construction projects. Both of them are potential theoretical contributions to the existing body of knowledge.

With the continuous improvement of public–private partnership (PPP) projects, the participants' value creation goals are not only limited to achieving the basic performance objectives but also to realising value added. However, the effect of traditional contract management on realising the value creation objectives of PPP projects is limited. According to the view of multifunctional contract, joint-contract functions that integrate contract control and flexibility are likely to be effective in enhancing the value creation of PPP projects. This study aims to explore the effects of joint-contract functions on PPP project value creation and relevant influencing mechanism by investigating the mediating effect of in-role behaviour and extra-role behaviour.

After collecting 258 valid questionnaires from PPP professionals in China, this study used structural equation modelling to validate the hypotheses.

Contract control and flexibility can improve PPP project value creation. Specifically, contract control improves the achievement of the basic contract objectives of PPP projects, whereas contract flexibility enhances the achievement of the value-added of PPP projects. Moreover, only in-role behaviour mediates the effect of contract control on value creation. In addition, the mediating effect of extra-role behaviour on the impact of contract flexibility on value creation is stronger than that of in-role behaviour. The mediating effect of in- and extra-role behaviour is mainly reflected in the realisation of basic and value-added performance, respectively.

The findings of this study can help realise value creation in three ways. Firstly, new perspectives for PPP project value creation should be proposed by combining the improvement of contract objectives and the realisation of the participants' implicit demands. Secondly, the effects of different contract functions on value creation should be analysed instead of a single dimension of contractual governance. Thirdly, the mediating effects of different types of cooperation behaviour that may influence the relationship between contractual governance and value creation should be evaluated.

This study verifies the impacts of different contract functions on PPP project value creation. In addition, cooperative behaviour is embedded as a mediating variable, and the mediated transmission path from contract function to cooperative behaviour and further to PPP project value creation is systematically analysed.

This paper presents a methodology to nominate and select improvement projects that are perceived as adding value to customers (both internal and external). The structure of the methodology can be explained in three “stages”. First, the methodology suggests a new way of categorizing improvement opportunities, i.e. reactive‐proactive, to “upgrade” the little Q ‐ big Q categorisation. Then, it develops a roadmap that links performance indicators and improvement projects for both reactive and proactive improvements. Finally, it suggests an algorithm to select the improvement project, where the assessment of to what extent the nominated improvement projects add value to customers relies on the comparison between Overall Perceived Benefits (OPB) and Overall Perceived Efforts (OPE). The improvement project perceived as having the largest impact on adding value to customers receives the highest priority.

This study examines the criteria for evaluating the quality of servitization and the factors influencing the project–service system's success.

Evidence was collected through three rounds of Delphi consensus with 42 project managers.

The results indicate that the quality of servitization in project-oriented organizations is conceptualized as a cumulative construct driven by the product-service system's overall ability to offer more customer value. This value is defined by three interconnected dimensions: the service, the project and the integration system. The study also proposes a novel customer-oriented quality process with two connected levels comprising eight key factors influencing the quality of the project–service systems and nine key quality criteria that assist in evaluating the project–service systems.

Offering extra services is crucial for successful project-oriented organizations to deliver more customer value. The value of servitization is the combined value of products and services. The failure of one of these components to satisfy customers leads to the collapse of the whole system, which entails the need for a balanced-focus quality system toward projects and services.

This study contributes to the quality of servitization in project-oriented organizations, arguing that a balance between service orientation and project orientation is preferred to increase customer value and reduce the clash and ambiguity between project operations and service provision.

This paper aims to explain a new system of accounting for partnership financing that applies in Rastin profit and loss sharing banking. In this system, the interest rate is not used in calculations and accounting, and instead, the “time value” of capital based on the amount and duration of the partnership is used.

Rastin Partnership Accounting principles have been founded on off-balance-sheet items and on the basis of the institutions’ obligations to the depositors and receivers of financial resources, and they are in compliance with the nature of the financial intermediary activity (a partnership of depositor in the yields of the fund receiver via the bank).

The distribution of profit among stakeholders (including workforce and capital owners) is accomplished according to the share of each beneficiary in the created value added. In this regard, Euler’s theorem, as the best mathematical-economic innovation for distribution of income is applied.

This system is novel, and it is required to be more elaborated for further practical development and adjustment.

In this accounting system, the return of the partnership is distributed among sharers based on the amount and duration of their partnership. The penalty for delay in payment is calculated from the amount of the incurred loss due to negligence or blameworthy of the undertaker and not upon a penalty interest rate.

Interest rate as an essential factor in conventional accounting is not usable in Islamic banking and other similar institutions that work based on partnership, such as mutual funds and saving and loan associations. The proposed system removes this shortage and is fairer than the conventional accounting.

Approach of this accounting system is fully different from the conventional accounting because of intrinsic characteristics of the intermediary role of financial partnership institutions and Islamic banks.

Traditionally, in the Netherlands, the procurement procedure for infrastructure does not start until the public decision-making procedure is fully completed. In the new procurement strategy, early contractor involvement is applied by carrying out the procurement procedure and the public planning procedure simultaneously. This article explores the first experiences and lessons learned with early contractor involvement in four Dutch infrastructure projects. It can be concluded that the new strategy adds value in terms of time gains, improved project control and more innovative solutions. However, to optimize early contractor involvement, the differences between the competitive procurement procedures and the open, cooperative public planning procedures need to be bridged.

Construction strategies for competitive bidding and operations are used to avoid the consequences of poor schedule performance such as delay penalties. Flexible strategies in the form of options can increase project value if uncertain conditions cannot be adequately forecast before operations begin. However, project management purposefully manipulates the project performance that drives the use of options and thereby the value added by options. Therefore project management quality may influence option values. Seeks to address this question.

This research investigates the interaction of project management and option value by operationalizing a common use of real options in construction and valuing the option with different levels of project management quality. A simple but realistic dynamic simulation model of a project is described and exercised to reveal some impacts of project management on option value.

The results support a hypothesis that increased project management quality decreases option value and that real options in managing construction projects can be explained with real options theory. The model structure suggests causal explanations that are consistent with real options theory.

The results suggest that practising managers can significantly increase project value by structuring managerial flexibility and thereby improving their evaluation, development, and use of flexibility. However, ignoring the multiple means of managing uncertainty that are often available can distort valuation. Results also suggest that researchers of strategic flexibility in projects should consider multiple forms of uncertainty in modeling options. Increasing the number of available options or the effectiveness of options in a multiple‐option environment can decrease individual option values.

The purpose of this paper is to investigate the collaboration between researchers and practitioners on developing standards and guidelines for Facilities Management (FM).

This paper is based on a longitudinal case study on research on FM value adding and its impact on FM standardization and development of a FM Value Guide. The sources used are literature and documents on FM value adding and standardization, published and planned FM standards, the FM Value Guide, internal documents and participant observations and experiences. All authors of this paper have both research and practical background. Two of them have been – and one still is – actively involved in developing European and international FM standards, and all three have been involved in developing the FM Value Guide. The research methodology can be characterized as retrospective action research.

The literature review shows that even though there are many references to standards in research papers, particularly in relation to definitions of concepts, there are only few studies on how research influences standardization and how researchers collaborate with practitioners on developing standards and guidelines. This paper presents a case study showing how research can contribute to standardization and development of guidelines in collaboration with practitioners and makes suggestions on how such collaboration can be improved.

The results of this paper provide understanding and inspiration for how researchers and practitioners can collaborate in the development of standards and guidelines.

To the best of the authors’ knowledge, this paper is the first study on collaboration between researchers and practitioners on developing FM standards and guidelines.

Examines the tenth published year of the ITCRR. Runs the whole gamut of textile innovation, research and testing, some of which investigates hitherto untouched aspects. Subjects discussed include cotton fabric processing, asbestos substitutes, textile adjuncts to cardiovascular surgery, wet textile processes, hand evaluation, nanotechnology, thermoplastic composites, robotic ironing, protective clothing (agricultural and industrial), ecological aspects of fibre properties – to name but a few! There would appear to be no limit to the future potential for textile applications.