Table 1 Main findings of the previous...

Table 1

Main findings of the previous studies addressing success factors, trust and relationship and team integration in the context of collaborative project delivery models

Common theme	Delivery model	Main findings	Reference
Success factors and barriers	Alliance	According to the previous studies the common success factors for alliance, partnering and IPD include appropriate and relevant contract, commitment to win–win philosophy, collaboration and cooperation, equality, incentive system, open communication, mutual trust, selecting competent people for the project	Bellini et al. (2016)
	Partnering		Hietajärvi et al. (2017a)
	IPD		Kent and Becerik-Gerber (2010)
			Ling et al. (2020)
			Lichtig (2005)
			Moradi and Kähkönen (2022)
			Nevstad et al. (2018)
			Chan et al. (2004 a, b)
			Cheng and Li (2004)
			Cho et al. (2010)
			MohammadHasanzadeh et al. (2014)
			Ng et al. (2002)
			Raslim and Mustaffa (2017)
			Whang et al. (2019)
			Young et al. (2016)
			Zhang and Kumaraswamy (2001)
	LPD	Success factors for lean project delivery include a cooperative design phase including cross functional team members, supportive contract and procurement strategy, incorporating behavioral lean-based principles in the contract, fair share of risk/reward, incentive system, a combination of price competition, and competence-based criteria for selecting project team	Heidemann and Gehbauer (2010)
Trust and relationship between project parties	Alliance	Trust, adequate resources, open communication, coordination, integration, top management support, creativity, and goal alignment are critical factors for the successful formation, operation, and evaluation phases of the relationship	Love et al. (2010)
		Free-flowing, integrated and bi-directional communication is important for having good client–contractor relationships in the alliance projects	Lloyd and Varey (2003)
		Informal socialization mechanisms are useful in both building relational capital (in terms of developing personal relationships, trust, and integration) in the tendering phase and enhancing it in the development phase, whereas formal socialization mechanisms (e.g. co-locational space) are mainly effective in the development phase for maintaining relational capital	Aaltonen and Turkulainen (2018)
	Partnering	There are four types of owner-contractor relationships: (1) Adversarial, (2) Guarded adversarial, (3) Informal partners, and (4) Project partners	Drexler and Larson (2000)
		The stability of working relationships varies depending upon how the relationship commence. Projects that begin as formal partnerships are the most stable with over two-thirds ending as they began
		The reasons for a declining relationship include unclear contracts and resulting litigation, changes in scope and schedules, personnel, failure to perform, lack of trust, and underbidding contracts
		The reasons for improving relationships include trust and positive relationships, shared goals, teamwork and communication, personnel changes and the presence of a clear contract
		Developing a tool for supporting partnering relation management in the implementation of construction projects using AHP and Fuzzy AHP methods	Radziszewska-Zielina and Szewczyk (2016)
		Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects	Sundquist et al. (2018)
Team integration	Alliance	Key indicators of alliance team integration, which include team leadership, trust and respect, single team focus on project objectives and key results areas, collective understanding, commitment from project alliance board, the creation of single and collocated alliance team, and free flow communication	Ibrahim et al. (2015a, b)
			Ibrahim et al. (2016)
			Ibrahim et al. (2018)
		Everyday dynamics are very important for managing integration. They also stated that project complexity and a lack of previous collaboration experience among participants increase the uncertainty of the project and create a need for high levels of integration	Hietajärvi et al. (2017b, c)
	IPD	Collaboration contributes toward team integration	Lee et al. (2013)
		Frequent interaction of project parties in IPD projects foster mutual trust and improve collaboration and team integration	Franz et al. (2017)
			Zhang et al. (2016)
		Factors such as the early involvement of the contractor in the project can be useful for team integration	Mollaoglu-Korkmaz et al. (2013)
	Alliance, IPD, LPD, and partnering	Establishing the equality and mutual respect between project team members is the fundamental step toward trust development and open communication	Moradi et al. (2022)
		Equality is the fair share of organizational and contractual authority, responsibility, risk, and reward between project parties and team members throughout the project
		Equality and mutual respect together with mutual trust and open communication seem to be the prerequisites for constructive collaboration and cooperation between project team members
		Achieving team integration requires collaboration (working together) and cooperation (exchanging information) between project participants for the best of the project

Common theme	Delivery model	Main findings	Reference
Success factors and barriers	Alliance	According to the previous studies the common success factors for alliance, partnering and IPD include appropriate and relevant contract, commitment to win–win philosophy, collaboration and cooperation, equality, incentive system, open communication, mutual trust, selecting competent people for the project	Bellini et al. (2016)
	Partnering		Hietajärvi et al. (2017a)
	IPD		Kent and Becerik-Gerber (2010)
			Ling et al. (2020)
			Lichtig (2005)
			Moradi and Kähkönen (2022)
			Nevstad et al. (2018)
			Chan et al. (2004 a, b)
			Cheng and Li (2004)
			Cho et al. (2010)
			MohammadHasanzadeh et al. (2014)
			Ng et al. (2002)
			Raslim and Mustaffa (2017)
			Whang et al. (2019)
			Young et al. (2016)
			Zhang and Kumaraswamy (2001)
	LPD	Success factors for lean project delivery include a cooperative design phase including cross functional team members, supportive contract and procurement strategy, incorporating behavioral lean-based principles in the contract, fair share of risk/reward, incentive system, a combination of price competition, and competence-based criteria for selecting project team	Heidemann and Gehbauer (2010)
Trust and relationship between project parties	Alliance	Trust, adequate resources, open communication, coordination, integration, top management support, creativity, and goal alignment are critical factors for the successful formation, operation, and evaluation phases of the relationship	Love et al. (2010)
		Free-flowing, integrated and bi-directional communication is important for having good client–contractor relationships in the alliance projects	Lloyd and Varey (2003)
		Informal socialization mechanisms are useful in both building relational capital (in terms of developing personal relationships, trust, and integration) in the tendering phase and enhancing it in the development phase, whereas formal socialization mechanisms (e.g. co-locational space) are mainly effective in the development phase for maintaining relational capital	Aaltonen and Turkulainen (2018)
	Partnering	There are four types of owner-contractor relationships: (1) Adversarial, (2) Guarded adversarial, (3) Informal partners, and (4) Project partners	Drexler and Larson (2000)
		The stability of working relationships varies depending upon how the relationship commence. Projects that begin as formal partnerships are the most stable with over two-thirds ending as they began
		The reasons for a declining relationship include unclear contracts and resulting litigation, changes in scope and schedules, personnel, failure to perform, lack of trust, and underbidding contracts
		The reasons for improving relationships include trust and positive relationships, shared goals, teamwork and communication, personnel changes and the presence of a clear contract
		Developing a tool for supporting partnering relation management in the implementation of construction projects using AHP and Fuzzy AHP methods	Radziszewska-Zielina and Szewczyk (2016)
		Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects	Sundquist et al. (2018)
Team integration	Alliance	Key indicators of alliance team integration, which include team leadership, trust and respect, single team focus on project objectives and key results areas, collective understanding, commitment from project alliance board, the creation of single and collocated alliance team, and free flow communication	Ibrahim et al. (2015a, b)
			Ibrahim et al. (2016)
			Ibrahim et al. (2018)
		Everyday dynamics are very important for managing integration. They also stated that project complexity and a lack of previous collaboration experience among participants increase the uncertainty of the project and create a need for high levels of integration	Hietajärvi et al. (2017b, c)
	IPD	Collaboration contributes toward team integration	Lee et al. (2013)
		Frequent interaction of project parties in IPD projects foster mutual trust and improve collaboration and team integration	Franz et al. (2017)
			Zhang et al. (2016)
		Factors such as the early involvement of the contractor in the project can be useful for team integration	Mollaoglu-Korkmaz et al. (2013)
	Alliance, IPD, LPD, and partnering	Establishing the equality and mutual respect between project team members is the fundamental step toward trust development and open communication	Moradi et al. (2022)
		Equality is the fair share of organizational and contractual authority, responsibility, risk, and reward between project parties and team members throughout the project
		Equality and mutual respect together with mutual trust and open communication seem to be the prerequisites for constructive collaboration and cooperation between project team members
		Achieving team integration requires collaboration (working together) and cooperation (exchanging information) between project participants for the best of the project

Source(s): Authors’ own work

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