Soft Power of Construction Contracting Organisations

Sai On Cheung is a chartered quantity surveyor by profession. Before joining academia, he had substantial experience in contract administration with both consultant office and construction contracting organisations. Building on these experiences, Professor Cheung established the Construction Dispute Resolution Research Unit (CDRRU) and has developed research programmes in organisation issues in construction, contract and dispute management. He has also published widely in these areas. He has received two CIOB awards for his research in construction partnering and use of information technology to minimise dispute. A collection of his research in dispute management was published as the research monograph Construction Dispute Research in 2014. In addition, Professor Cheung is a recipient of the 2010 City University of Hong Kong Teaching Excellence Award.Peter Shek Pui Wong is a Senior Lecturer at the RMIT University, overseeing the quantity surveying-related courses the university offers in Australia, Singapore and Hong Kong. Before embarking on his academic career, Dr Wong worked as a quantity surveyor with Rider Levett Bucknall Ltd, and was involved in a number of prestigious construction projects. He has a proven track record of publication in reputable construction management journals. He is a founding member of the Construction Dispute Resolution Research Unit (CDRRU) and the cluster leader of the greater China region of the Research Centre for Integrated Project Solutions of the RMIT University. He fosters a strong linkage between applied research and the industry.Tak Wing Yiu is a Senior Lecturer in the Department of Civil and Environmental Engineering at the University of Auckland, and previously he worked in the field of quantity surveying. He is a founding member of the Construction Dispute Resolution Research Unit (CDRRU) and has conducted construction contracting, negoti

• Foreword Preface Section A: Soft Power as a Form of Competitive Advantage 1. Soft Power in Construction Contracting Section B: Collaborative Working in Competitive Environment 2. Exploring Organisational Culture – Performance relationship in Construction 3. Engendering Trust in Construction Contracting 4. Analysing Aggressive-Cooperation Drivers in Construction Contracting Section C: Becoming a Learning Organisation 5. The Concept of Organisational Learning in Construction and its Effect on Project Performance 6. Exploring the Traction between Intra-organisational and Inter-organisational Learning 7. To Learn or not to Learn from Project Monitoring Feedback - in Search of Explanations for the Contractor’s Dichromatic Responses Section D: Minimising Non-productive Use of Scarce Resources 8. Behaviour Transition in Construction Contracting 9. Equity in Construction Contracting Negotiation I: A Study of Behaviour-Outcome relationship 10. Equity in Construction Contracting Negotiation II: A Study of Problem-Solving Approaches and Satisfaction