Table A2. Representative quotes...

Table A2.

Representative quotes supporting the data structure

Second-Order themes	First-Order concepts	Representative quotes
Vertically aligned PSM practices	Environmentally oriented demand-side practices	“But of course, when you look at this whole process, the lifecycle factors must be taken into account first. In the coming years, environmental issues, carbon emissions, and similar concerns will play an even greater role, as they will also become major requirements in our procurement phase” (B4)
	Product life cycle-oriented procurement practices	“If you think about the earlier planning stages, even something like a master plan or a site plan, it may occur to you that you could already include the next stage. Imagine that the next stage of the lifecycle actor would be involved in the previous stage. In this case, cooperation would already exist, laying a bit of groundwork for the next stage” (P2)
	Instructive practices for procurement	“A kind of unification in the municipal sector would have been good, and the government is moving in the right direction. They have recognized the need to push this forward in the same direction” (P3)
	Innovation-inducing demand-side practices	“The data and the platform are available to companies and the communities, allowing companies to test their sensors and other technologies on this platform, which enables them to make use of it. It serves as an experimentation and development platform” (B01)
	Contract model selection practices	“Whenever you look at the bigger picture, the model should be built on such a sound footing that productivity is secured through it” (C2)
	Target-implementing practices	“There are some fine goals and policies at the top level, with various objectives and means in place. However, there is a huge gap between these and the implementing organizations—the project managers, who are pretty much the majority of this kind of caterpillar department. Effectively guiding these sub-level or project-level actors from the top remains a significant challenge. They have recognized this problem, and there has been a fairly open discussion around the need for a much stronger steering effect from the top level” (P3)
Enabling PSM practices	Image-building practices	“…we went to discuss our procurement. I even went to Barcelona to talk about it. During those market dialogues, companies from all over Europe came to engage in the discussion” (B01)
	Benchmarking practices	“This procurement has drawn attention from many Finnish cities, serving somewhat as a model. We have been a pilot, so now they can leverage the work that we have already done” (B01)
	E-procurement practices	“If we consider how it [time-consuming procurement] could be improved, there are dynamic procurement arrangements and other such options” (B5)
	Enabling individual-level practices within the public buyer	“Processes should be uncomplicated and quick. As I understand it, the State infrastructure agency, for example, has solved this problem by granting project managers unlimited decision-making authority over their own projects, eliminating the need to seek permission from higher management. Decision-making power should be where the decisions are made, and that is important” (C2)
Within PSM practices	Contract management practices	“If things are clearly described, explained, and valued, then there is no problem. However, this is not usually the case. There can be situations wherein certain responsibilities are not defined upfront, and the client or client representative only clarifies their wishes and responsibilities later on. In other words, a careful and clear allocation of responsibilities is essential” (C3)
	Tender-related practices	“Many times, even simple small jobs have to be put out to tender, and then the tender material becomes such an impossible package that I do not know whether it could be simplified, perhaps by providing some basic document forms” (B5)
	Requirement-definition practices	“If work and traffic management plans are already required in the tender phase and are scored and evaluated, then it could make it a little easier to choose a contractor who is truly committed to the issue” (B3)
Cross-functional PSM practices	Cross-functional integration practices	“Centralized procurement is certainly needed to support this. However, it also requires that the centralized procurement has expertise in construction contracts. General procurement expertise alone is not necessarily enough. The construction sector is a field of its own, where knowledge of the market is vital” (B3)
Cross-functional PSM practices	Information-sharing practices within the buyer	“There should be some kind of specific training to maintain that competence, which could be attended at regular intervals, but it should be targeted specifically at the construction industry, not just general procurement training. And, of course, sharing practices between different buyers is also important” (B3)
Relational PSM practices	Trust-building practices	“It is good when you get to know the other person, especially the client’s representative. There is a real trusting relationship both ways” (P5)
	Cooperation-related practices	“The increase in cooperation is evident, especially with the various contract models that include cooperation and target prices. Increasing their use could help produce value in the future” (B5)
	Procurement network-building practices	“As for obtaining a reference, I would still promote the model strongly advocated by the Finnish Public Roads Administration and the ELY, though it has not yet been widely accepted in too many projects. The master-apprentice model could bring younger project managers into projects, allowing them to gain references while also involving the more experienced. This model could address the issue of having too few people in the field” (P5)
	Dialogue facilitation practices	“When there is an open culture, and people are willing to boldly suggest that perhaps something should be re-evaluated, that it is not necessarily the smartest solution in the world, in most cases, a smarter solution in overall economic terms is found” (P3)
Non-relational PSM practices	Information-sharing practices by a buyer	“It definitely helps to identify shortcomings if all the relevant issues are written openly in the tender and contract documents. Nothing should be left unsaid. For instance, if a phase of work usually involves certain tasks, these should be explicitly mentioned. This transparency will certainly increase productivity” (R3)
	Information-sharing practices toward the network of stakeholders	“On the client side, in many cities, much of the work is handled by certain people. However, the coordination between different utilities, such as water or electricity, is not always very strong before a project starts. It typically happens during the project itself, within the context of its steering” (P3)
	Incentives defined by a buyer	“We create incentives for all procurement. Procurement is perhaps the main focus here, and since that is our main task, we create incentives that enable the best possible cooperation” (B4)

Second-Order themes	First-Order concepts	Representative quotes
Vertically aligned PSM practices	Environmentally oriented demand-side practices	“But of course, when you look at this whole process, the lifecycle factors must be taken into account first. In the coming years, environmental issues, carbon emissions, and similar concerns will play an even greater role, as they will also become major requirements in our procurement phase” (B4)
	Product life cycle-oriented procurement practices	“If you think about the earlier planning stages, even something like a master plan or a site plan, it may occur to you that you could already include the next stage. Imagine that the next stage of the lifecycle actor would be involved in the previous stage. In this case, cooperation would already exist, laying a bit of groundwork for the next stage” (P2)
	Instructive practices for procurement	“A kind of unification in the municipal sector would have been good, and the government is moving in the right direction. They have recognized the need to push this forward in the same direction” (P3)
	Innovation-inducing demand-side practices	“The data and the platform are available to companies and the communities, allowing companies to test their sensors and other technologies on this platform, which enables them to make use of it. It serves as an experimentation and development platform” (B01)
	Contract model selection practices	“Whenever you look at the bigger picture, the model should be built on such a sound footing that productivity is secured through it” (C2)
	Target-implementing practices	“There are some fine goals and policies at the top level, with various objectives and means in place. However, there is a huge gap between these and the implementing organizations—the project managers, who are pretty much the majority of this kind of caterpillar department. Effectively guiding these sub-level or project-level actors from the top remains a significant challenge. They have recognized this problem, and there has been a fairly open discussion around the need for a much stronger steering effect from the top level” (P3)
Enabling PSM practices	Image-building practices	“…we went to discuss our procurement. I even went to Barcelona to talk about it. During those market dialogues, companies from all over Europe came to engage in the discussion” (B01)
	Benchmarking practices	“This procurement has drawn attention from many Finnish cities, serving somewhat as a model. We have been a pilot, so now they can leverage the work that we have already done” (B01)
	E-procurement practices	“If we consider how it [time-consuming procurement] could be improved, there are dynamic procurement arrangements and other such options” (B5)
	Enabling individual-level practices within the public buyer	“Processes should be uncomplicated and quick. As I understand it, the State infrastructure agency, for example, has solved this problem by granting project managers unlimited decision-making authority over their own projects, eliminating the need to seek permission from higher management. Decision-making power should be where the decisions are made, and that is important” (C2)
Within PSM practices	Contract management practices	“If things are clearly described, explained, and valued, then there is no problem. However, this is not usually the case. There can be situations wherein certain responsibilities are not defined upfront, and the client or client representative only clarifies their wishes and responsibilities later on. In other words, a careful and clear allocation of responsibilities is essential” (C3)
	Tender-related practices	“Many times, even simple small jobs have to be put out to tender, and then the tender material becomes such an impossible package that I do not know whether it could be simplified, perhaps by providing some basic document forms” (B5)
	Requirement-definition practices	“If work and traffic management plans are already required in the tender phase and are scored and evaluated, then it could make it a little easier to choose a contractor who is truly committed to the issue” (B3)
Cross-functional PSM practices	Cross-functional integration practices	“Centralized procurement is certainly needed to support this. However, it also requires that the centralized procurement has expertise in construction contracts. General procurement expertise alone is not necessarily enough. The construction sector is a field of its own, where knowledge of the market is vital” (B3)
Cross-functional PSM practices	Information-sharing practices within the buyer	“There should be some kind of specific training to maintain that competence, which could be attended at regular intervals, but it should be targeted specifically at the construction industry, not just general procurement training. And, of course, sharing practices between different buyers is also important” (B3)
Relational PSM practices	Trust-building practices	“It is good when you get to know the other person, especially the client’s representative. There is a real trusting relationship both ways” (P5)
	Cooperation-related practices	“The increase in cooperation is evident, especially with the various contract models that include cooperation and target prices. Increasing their use could help produce value in the future” (B5)
	Procurement network-building practices	“As for obtaining a reference, I would still promote the model strongly advocated by the Finnish Public Roads Administration and the ELY, though it has not yet been widely accepted in too many projects. The master-apprentice model could bring younger project managers into projects, allowing them to gain references while also involving the more experienced. This model could address the issue of having too few people in the field” (P5)
	Dialogue facilitation practices	“When there is an open culture, and people are willing to boldly suggest that perhaps something should be re-evaluated, that it is not necessarily the smartest solution in the world, in most cases, a smarter solution in overall economic terms is found” (P3)
Non-relational PSM practices	Information-sharing practices by a buyer	“It definitely helps to identify shortcomings if all the relevant issues are written openly in the tender and contract documents. Nothing should be left unsaid. For instance, if a phase of work usually involves certain tasks, these should be explicitly mentioned. This transparency will certainly increase productivity” (R3)
	Information-sharing practices toward the network of stakeholders	“On the client side, in many cities, much of the work is handled by certain people. However, the coordination between different utilities, such as water or electricity, is not always very strong before a project starts. It typically happens during the project itself, within the context of its steering” (P3)
	Incentives defined by a buyer	“We create incentives for all procurement. Procurement is perhaps the main focus here, and since that is our main task, we create incentives that enable the best possible cooperation” (B4)

Source(s): Authors’ own work

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