Table 4 Findings and key quotes from...

Table 4

Findings and key quotes from Road B

Road B
Uncertainty	Road B did not receive all required information due to wrong configurations in the connection between their own system and their supplier's system and because of misunderstandings about what data were actually needed: [18] “Not enough data are being sent and we still miss a lot of things. We are working very hard on fixing this” – Configuration Manager 1 [19] “At the beginning they filled out too little information. […]. The data should provide us with enough information, and not just things like “finished” and “button pressed” – Contract Manager 2
Equivocality	The data in Road B's database did not have the correct data format and the extended time it takes to fix the data format rendered the data useless: [20] “The information is described in the description, but that is not in the form of data. If you want to analyse that, you have to search in the text boxes and order that first” – Asset Manager 3 [21] “It is not real-time information due to the large time difference. It is not reliable and it is not correct anymore” – Asset Manager 3 (2)Road B's system could not handle all types of file formats they received [22] “We are twenty years behind with this within Road. We “flatten” everything to 2D [while supplier sends 3D]. […] We do not have the facilities to embrace 3D. You understand of course that we lose a lot of data” – Asset Manager 3

Road B
Uncertainty	Road B did not receive all required information due to wrong configurations in the connection between their own system and their supplier's system and because of misunderstandings about what data were actually needed: [18] “Not enough data are being sent and we still miss a lot of things. We are working very hard on fixing this” – Configuration Manager 1 [19] “At the beginning they filled out too little information. […]. The data should provide us with enough information, and not just things like “finished” and “button pressed” – Contract Manager 2
Equivocality	The data in Road B's database did not have the correct data format and the extended time it takes to fix the data format rendered the data useless: [20] “The information is described in the description, but that is not in the form of data. If you want to analyse that, you have to search in the text boxes and order that first” – Asset Manager 3 [21] “It is not real-time information due to the large time difference. It is not reliable and it is not correct anymore” – Asset Manager 3 (2)Road B's system could not handle all types of file formats they received [22] “We are twenty years behind with this within Road. We “flatten” everything to 2D [while supplier sends 3D]. […] We do not have the facilities to embrace 3D. You understand of course that we lose a lot of data” – Asset Manager 3

Road B

Uncertainty

Road B did not receive all required information due to wrong configurations in the connection between their own system and their supplier's system and because of misunderstandings about what data were actually needed: [18] “Not enough data are being sent and we still miss a lot of things. We are working very hard on fixing this” – Configuration Manager 1

[19] “At the beginning they filled out too little information. […]. The data should provide us with enough information, and not just things like “finished” and “button pressed” – Contract Manager 2

Equivocality

The data in Road B's database did not have the correct data format and the extended time it takes to fix the data format rendered the data useless: [20] “The information is described in the description, but that is not in the form of data. If you want to analyse that, you have to search in the text boxes and order that first” – Asset Manager 3

[21] “It is not real-time information due to the large time difference. It is not reliable and it is not correct anymore” – Asset Manager 3

(2)Road B's system could not handle all types of file formats they received

[22] “We are twenty years behind with this within Road. We “flatten” everything to 2D [while supplier sends 3D]. […] We do not have the facilities to embrace 3D. You understand of course that we lose a lot of data” – Asset Manager 3

	Contractual Governance	Relational Governance
Information Acquisition	Contracts stipulated that Road owned the data. Suppliers had to share to avoid penalties (i.e. control); penalties were found to be ineffective [23] “If the supplier does not want to transfer it, the supplier does not meet the contract requirements. Then you get a penalty or even a breach of contract” – Configuration Manager 1 [24] “They do get a penalty, but that is sometimes much less than what they can save if they do nothing” – Asset Specialist 1 (2) Contracts also included the requirement to connect data systems (control) [25] “We have had it [requirement to connect systems] included in the performance contract, which will have it [data from supplier] transferred automatically.” – Configuration Manager 1 (3) Agreements about what to share were vague and inconsistent (coordination) [26] “What they have to fill out is in the agreement. But these agreements are based on a very old system” – Configuration Manager 1	Suppliers seemed hesitant to share all maintenance data [27] “But they do not put all their cards on the table. It is true.” – Configuration Manager 1 (2) Road invested in open communication and tried to refrain from penalising suppliers immediately to avoid a blaming game [28] “We are open and transparent regarding the needed and available information” – “The Market Vision” document (page 6) [29] “What does the supplier need and what do we need? That is how we collaborate. It is no longer about pointing fingers to each other” – Configuration Manager 1 [30] “Our goal now is to collaborate more with the market. Previously, we had a more steering role” – Contract Manager 2 (3) Road sought to enhance current relationships through two-way sharing [31] “We are not only knowledge seekers, but also knowledge bearers. So we can also return knowledge to them” – Configuration Manager 1
Information Transformation	Misaligned contract agreements hampered transformation [32] “The biggest problem is that internal information needs and contract requirements are not working together. If you have specified your internal information needs, the contract should actually be accommodating to it” – Configuration Manager 1 (2)Contract stipulated that recurring meetings should have been organised to jointly interpret and transform information [33] “The Principal organises one or more meetings per period to discuss the evaluation reports” – Contract (Specification 1, page 38)	Road sought collaboration to receive all information [34] “That is our pilot. That they process all malfunctions directly in our system” – Asset Manager 3 [35] “We look at the asset in the field. Is it properly maintained, and does it [information in the system] match the current state of the asset? And that you then assess together” – Contract Manager 2 (2)Closer collaboration was also needed to induce flexibility and motivate parties to look beyond contract agreements [36] “Not only our contracts have to change, also our behaviours and attitudes. It is not the same as five or more years ago. […] You have to flexible, you cannot afford to be rigid anymore” – Contract Manager 2

	Contractual Governance	Relational Governance
Information Acquisition	Contracts stipulated that Road owned the data. Suppliers had to share to avoid penalties (i.e. control); penalties were found to be ineffective [23] “If the supplier does not want to transfer it, the supplier does not meet the contract requirements. Then you get a penalty or even a breach of contract” – Configuration Manager 1[24] “They do get a penalty, but that is sometimes much less than what they can save if they do nothing” – Asset Specialist 1 (2) Contracts also included the requirement to connect data systems (control) [25] “We have had it [requirement to connect systems] included in the performance contract, which will have it [data from supplier] transferred automatically.” – Configuration Manager 1 (3) Agreements about what to share were vague and inconsistent (coordination) [26] “What they have to fill out is in the agreement. But these agreements are based on a very old system” – Configuration Manager 1	Suppliers seemed hesitant to share all maintenance data [27] “But they do not put all their cards on the table. It is true.” – Configuration Manager 1 (2) Road invested in open communication and tried to refrain from penalising suppliers immediately to avoid a blaming game [28] “We are open and transparent regarding the needed and available information” – “The Market Vision” document (page 6)[29] “What does the supplier need and what do we need? That is how we collaborate. It is no longer about pointing fingers to each other” – Configuration Manager 1[30] “Our goal now is to collaborate more with the market. Previously, we had a more steering role” – Contract Manager 2 (3) Road sought to enhance current relationships through two-way sharing [31] “We are not only knowledge seekers, but also knowledge bearers. So we can also return knowledge to them” – Configuration Manager 1
Information Transformation	Misaligned contract agreements hampered transformation [32] “The biggest problem is that internal information needs and contract requirements are not working together. If you have specified your internal information needs, the contract should actually be accommodating to it” – Configuration Manager 1 (2)Contract stipulated that recurring meetings should have been organised to jointly interpret and transform information [33] “The Principal organises one or more meetings per period to discuss the evaluation reports” – Contract (Specification 1, page 38)	Road sought collaboration to receive all information [34] “That is our pilot. That they process all malfunctions directly in our system” – Asset Manager 3[35] “We look at the asset in the field. Is it properly maintained, and does it [information in the system] match the current state of the asset? And that you then assess together” – Contract Manager 2 (2)Closer collaboration was also needed to induce flexibility and motivate parties to look beyond contract agreements [36] “Not only our contracts have to change, also our behaviours and attitudes. It is not the same as five or more years ago. […] You have to flexible, you cannot afford to be rigid anymore” – Contract Manager 2

[ViewLarge]

Sharing Unavailable