Tampio, K.-P., Haapasalo, H. and Lehtinen, J. (2023), "The client's essential stakeholder collaboration activities at the front-end phase of a hospital construction project", International Journal of Managing Projects in Business, Vol. 16 No. 8, pp. 182-207. https://doi.org/10.1108/IJMPB-12-2022-0278
The client’s essential stakeholder collaboration activities at the front-end phase of a hospital construction project
|Author:||Tampio, Kari-Pekka1; Haapasalo, Harri2; Lehtinen, Jere3|
1Department of Construction Management Services, Northern Ostrobothnia Hospital District, Oulu, Finland
2Department of Industrial Engineering and Management, University of Oulu, Oulu, Finland
3Department of Industrial Engineering and Management, Tampere University, Tampere, Finland
|Online Access:||PDF Full Text (PDF, 2.4 MB)|
|Persistent link:|| http://urn.fi/urn:nbn:fi-fe20231003138510
|Publish Date:|| 2023-10-03
Purpose: The research problem in this study is how a client (as a project owner) should organise early stakeholder involvement and integration in the front-end phase of a project. This study aims to create normative managerial statements as propositions from the client’s perspective and to combine them into a set of activities enabling efficient organisation in the front-end phase of a hospital construction project.
Design/methodology/approach: Action design research (ADR) was carried out in a large hospital construction project where the first author acted as an “involved researcher” and the other authors acted as “outside researchers”.
Findings: The authors created seven normative managerial propositions that were verified by the case project stakeholders and developed a managerial framework describing the client’s essential stakeholder involvement and integration activities in the front-end phase of a hospital construction project based on these propositions. The authors have also depicted the subphases of the front-end phase: value definition phase in the client permanent organisation, value proposition phase in the client Programme Management Office (PMO) and finally development phase in the alliance organisation ending on the final investment decision.
Practical implications: The collaborative contract delivery model enables the early involvement and integration of stakeholders. It has been somewhat surprising to note the extent to which collaborative contracts change the client role in the project front-end. The results offer practical activities for how clients can manage front-end activities in collaborative contracts.
Originality/value: The case project offered a platform to analyse how the collaborative contract delivery model changes the emphasis of activities in the front-end of a project. One of the key benefits of collaborative contracts is that development, design and delivery occur partially in parallel, thereby enabling contributions from production to be included in the design and development. The benefit of having a real-life case under study provides the possibility to triangulate and analyse rich data, however limited by the qualitative case method.
International journal of managing projects in business
|Pages:||182 - 207|
|Type of Publication:||
A1 Journal article – refereed
|Field of Science:||
512 Business and management
© 2023, Kari-Pekka Tampio, Harri Haapasalo and Jere Lehtinen License. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode.