基于信任的合同柔性改善项目管理绩效研究
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摘要
发承包双方间的信任关系及合同柔性作为关系治理与合同治理的核心,被视为工程项目管理绩效保障的重要因素。然而,信任、合同柔性作为多维度概念,其深层影响关系并未得到充分解释。本文从信任、合同柔性以及项目管理绩效相互作用剖析入手,构建信任、合同柔性、项目管理绩效结构模型,展开实证分析研究,并依据调查问卷的统计分析结果得出以下结论:诚信信任与能力信任正向影响合同柔性,且正向影响项目管理绩效。制度信任与合同柔性及项目管理绩效的关系并不显著。合同柔性的使用与项目管理绩效间存在显著正相关关系。最后,基于研究结论提出了相关管理启示。
Trust between the employer and the contractor as well as contract flexibility as the core of relation governance and contract governance are regarded as important factors for guaranteeing project management performance. However,trust and contract flexibility are multi-dimensional concepts,and their deep impact relationships have not been adequately elucidated.In the theoretical research and practical operation of the improvement of project management performance,contract governance and relationship governance have been proved to be important research theories for improving project management performance. The two core elements of the above theories,contract flexibility and trust,have become the focus of research by scholars in the field of governance. However,research shows that in engineering practice,the combination of uncoordinated trust and flexible contract can not only fail to promote the improvement of project management performance,but even increase the risk in reverse,leading to reduction of project performance level. At the root of this,there is no clear research on the relationship between trust and contract as well as the mechanism of their influence on project management performance.In view of the relationship between trust and contract flexibility,the field of empirical research has initially formed stage results. However,contract flexibility is still analyzed and discussed as an integrated theoretical construct,and the influence of trust and contract flexibility on project management performance is not studied. The conceptual research results show that trust and contract flexibility are both multi-dimensional theoretical constructs,and lack of research on the relationship between the construct dimensions leads to the fuzzy state of the influence mechanism of trust on contract flexibility in the gray box,which cannot effectively explain the relationship between trust,contract flexibility and project management performance.Based on " relationship management,contract management,project management performance," the main line of the study,embedded trust and flexible contract are two research variables,trying to further reveal the relationship between trust and flexible contract,and their inner link with project management performance,for existing in the engineering project organization provide theoretical complement relationship management and contract management research. On the basis of the definition of the variable to construct,there will be variable dimension,and the theory model is set up,mainly from the following three aspects of research: first,based on trust,flexible contract and the performance of project management research,this paper builds up a trust,flexible contract,and the performance of project management theory research model,and further puts forward systematic research hypotheses; second,based on the questionnaire research method,this paper explores the internal relationship between trust,contract flexibility and project management performance in different dimensions; and finally,according to the research conclusion,the corresponding management enlightenment is put forward,and the prospect of the follow-up research is put forward.In conclusion,based on the analysis of contract flexibility,trust and project management performance,this paper constructs the structure model including trust,contract flexibility and project management performance,implement empirical analysis.Based on the statistical analysis results of the questionnaire,we concluded that: integrity-based trust and competence-based trust positively affect contract flexibility,and positively affect project management performance. The relationships between institution-based trust and contract flexibility and project management performance are not significant. There is a significant positive correlation between contract flexibility and project management performance.Based on the research framework of " relationship governance-contract governance-project management performance",this paper embedded trust and contract flexibility,further revealed the relationship between trust,contract flexibility and project management performance,and constructed the structural model of trust,contract flexibility and project management performance.It provides theoretical supplement for the research on relationship governance and contract governance in existing engineering project organizations.Through empirical research and comparative analysis,the following conclusions are drawn: the two contracting parties based on each other's good faith trust and ability trust have a significant positive impact on the project management performance and the setting of flexible terms of the contract; However,mutual institution-based trust fails to have a significant impact on project management performance and the setting of contract flexibility. The contract flexibility set by the contracting parties in the contract terms has a significant positive impact on the project management performance.Finally,based on the conclusions,the study puts forward the relevant management implication. This research focuses on the analysis of the improvement mechanism of project management performance and the role type of the trust relationship between the contracting parties based on the trust contract flexibility. The improvement of project performance by mutual trust in contracting is reflected in that both parties of the contract increase the proportion of flexible terms in the contract when concluding the contract,and the employer gives the contractor more autonomy through the flexible contract on the premise of trust. Contractors are effectively incentivized within the flexible contract framework to achieve continuous improvement of project management performance.Therefore,the following two approaches can be adopted in project management practice to improve project management performance by using trust and contract flexibility:( 1) Both parties sign the contract with strong flexibility on the premise of trust,so as to deal with the uncertain emergencies in the implementation stage of the project. Under the relatively loose contract flexible constraint,the contractor can timely deal with it,so as to promote close cooperation between the contracting parties,so as to achieve the goal of improving project management performance.( 2) The contract both sides based on the premise of trust in into flexible factors in the separate clause in the contract,pay more attention to the terms of the contract,of the looser,motivation for later in the process of engineering construction based on price changes,force majeure and engineering change losses,so as to promote the continuous improvement of project management performance.
Trust between the employer and the contractor as well as contract flexibility as the core of relation governance and contract governance are regarded as important factors for guaranteeing project management performance. However,trust and contract flexibility are multi-dimensional concepts,and their deep impact relationships have not been adequately elucidated.In the theoretical research and practical operation of the improvement of project management performance,contract governance and relationship governance have been proved to be important research theories for improving project management performance. The two core elements of the above theories,contract flexibility and trust,have become the focus of research by scholars in the field of governance. However,research shows that in engineering practice,the combination of uncoordinated trust and flexible contract can not only fail to promote the improvement of project management performance,but even increase the risk in reverse,leading to reduction of project performance level. At the root of this,there is no clear research on the relationship between trust and contract as well as the mechanism of their influence on project management performance.In view of the relationship between trust and contract flexibility,the field of empirical research has initially formed stage results. However,contract flexibility is still analyzed and discussed as an integrated theoretical construct,and the influence of trust and contract flexibility on project management performance is not studied. The conceptual research results show that trust and contract flexibility are both multi-dimensional theoretical constructs,and lack of research on the relationship between the construct dimensions leads to the fuzzy state of the influence mechanism of trust on contract flexibility in the gray box,which cannot effectively explain the relationship between trust,contract flexibility and project management performance.Based on " relationship management,contract management,project management performance," the main line of the study,embedded trust and flexible contract are two research variables,trying to further reveal the relationship between trust and flexible contract,and their inner link with project management performance,for existing in the engineering project organization provide theoretical complement relationship management and contract management research. On the basis of the definition of the variable to construct,there will be variable dimension,and the theory model is set up,mainly from the following three aspects of research: first,based on trust,flexible contract and the performance of project management research,this paper builds up a trust,flexible contract,and the performance of project management theory research model,and further puts forward systematic research hypotheses; second,based on the questionnaire research method,this paper explores the internal relationship between trust,contract flexibility and project management performance in different dimensions; and finally,according to the research conclusion,the corresponding management enlightenment is put forward,and the prospect of the follow-up research is put forward.In conclusion,based on the analysis of contract flexibility,trust and project management performance,this paper constructs the structure model including trust,contract flexibility and project management performance,implement empirical analysis.Based on the statistical analysis results of the questionnaire,we concluded that: integrity-based trust and competence-based trust positively affect contract flexibility,and positively affect project management performance. The relationships between institution-based trust and contract flexibility and project management performance are not significant. There is a significant positive correlation between contract flexibility and project management performance.Based on the research framework of " relationship governance-contract governance-project management performance",this paper embedded trust and contract flexibility,further revealed the relationship between trust,contract flexibility and project management performance,and constructed the structural model of trust,contract flexibility and project management performance.It provides theoretical supplement for the research on relationship governance and contract governance in existing engineering project organizations.Through empirical research and comparative analysis,the following conclusions are drawn: the two contracting parties based on each other's good faith trust and ability trust have a significant positive impact on the project management performance and the setting of flexible terms of the contract; However,mutual institution-based trust fails to have a significant impact on project management performance and the setting of contract flexibility. The contract flexibility set by the contracting parties in the contract terms has a significant positive impact on the project management performance.Finally,based on the conclusions,the study puts forward the relevant management implication. This research focuses on the analysis of the improvement mechanism of project management performance and the role type of the trust relationship between the contracting parties based on the trust contract flexibility. The improvement of project performance by mutual trust in contracting is reflected in that both parties of the contract increase the proportion of flexible terms in the contract when concluding the contract,and the employer gives the contractor more autonomy through the flexible contract on the premise of trust. Contractors are effectively incentivized within the flexible contract framework to achieve continuous improvement of project management performance.Therefore,the following two approaches can be adopted in project management practice to improve project management performance by using trust and contract flexibility:( 1) Both parties sign the contract with strong flexibility on the premise of trust,so as to deal with the uncertain emergencies in the implementation stage of the project. Under the relatively loose contract flexible constraint,the contractor can timely deal with it,so as to promote close cooperation between the contracting parties,so as to achieve the goal of improving project management performance.( 2) The contract both sides based on the premise of trust in into flexible factors in the separate clause in the contract,pay more attention to the terms of the contract,of the looser,motivation for later in the process of engineering construction based on price changes,force majeure and engineering change losses,so as to promote the continuous improvement of project management performance.
引文
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[29]柯洪,刘秀娜,杜亚灵.信任对工程合同柔性影响的实证研究[J].软科学,2015(6):139-144.Ke Hong,Liu Xiuna,Du Yaling.Empirical research on the impact of trust on construction contractual flexibility[J].Soft Science,2015(6):139-144.
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[2]谈毅,慕继丰.论合同治理和关系治理的互补性与有效性[J].公共管理学报,2008,5(3):56-62.Tan Yi,Mu Jifeng.The complementarity and effectiveness of contract governance and relationship governance[J].Journal of Public Management,2008,5(3):56-62.
[3]Hillebrand B,Woolthuis R K,Nooteboom B.Trust,contract and relationship development[J].Organization Studies,2005,26(6):813-840.
[4]Lewicki R J,Mc Allister D J,Bies R J.Trust and distrust:New relationships and realities[J].Academy of Management Review,1998,23(3):438-458.
[5]Weber L,Mayer K J,Macher J T.An analysis of extendibility and early termination provisions:The importance of framing duration safeguards[J].Academy of Management Journal,2011,54(1):182-202.
[6]尹贻林,王垚.合同柔性与项目管理绩效改善实证研究:信任的影响[J].管理评论,2015(9):151-162.Yin Yilin,Wang Yao.An empirical study on relationship between contract flexibility and project management performance in construction project:The perspective of trust between owner and contractor[J].Journal of Management Review,2015(9):151-162.
[7]杜亚灵,李会玲,闫鹏,尹贻林.初始信任、柔性合同和工程项目管理绩效:一个中介传导模型的实证分析[J].管理评论,2015(7):187-198.Du Yaling,Li Huiling,Yan Peng and Yin Yilin.Initial trust,flexible contract and project management performance:An empirical study on the intermediary model[J].Journal of Management Review,2015(7):187-198.
[8]周培,赵国杰,尹贻林.合同柔性视角下工程项目发承包双方信任对合作的影响研究[J].管理现代化,2014(6):108-110.Zhou Pei,Zhao Guojie,Yin Yilin.Research on the impact of project contract contracting trust on cooperation from the perspective of contract flexibility[J].Journal of Management Modernization,2014(6):108-110.
[9]Kadefors A.Trust in project relationships:Inside the black box[J].International Journal of Project Management,2004,22(3):175-182.
[10]Rousseau D M,Sitkin S B,Burt R S,et al.Introduction to special topic forum:Not so different after all:A cross-discipline view of trust[J].Academy of Management Review,1998,23(3):393-404.
[11]Macoby,M.Building trust is an art[J].Research Technology Management,1997,40(5):56-57.
[12]Wong,P.S.P.and Cheung,S.O.Structural equation model of trust and partnering success[J].Journal of Management in Engineering,2005,21(2):70-80.
[13]Jones C,Hesterly W S,Borgatti S P.A general theory of network governance:Exchange conditions and social mechanisms[J].Academy of management review,1997,22(4):911-945.
[14]Li Y,Xie E,Teo H H,et al.Formal control and social control in domestic and international buyer-supplier relationships[J].Journal of Operations Management,2010,28(4):333-344.
[15]Husby O,Kilde H.S,Klakegg O.J,etc.Uncertainty as benefit.managing project uncertainty:Possibility,risk,decision,action[R].The Norwegian Centre for Project Management at the Norwegian University of Science and Technology,Trondheim,Norway.Report No:NTNU 99006,1999.
[16]Turner J R,Müller R.On the nature of the project as a temporary organization[J].International Journal of Project Management,2003,21(1):01-08.
[17]娄黎星.信任对项目管理绩效影响研究:合同柔性的中介作用[J].工程管理学报,2015(5):81-86.Lou Lixing.Influence of trust on project management performance:Contractual flexibility as mediating variable[J].Journal of Engineering Management,2015(5):81-86.
[18]Bajari P,Houghton S,Tadelis S.Bidding for incomplete contracts:An empirical analysis[J].American Economic Review,2014,104(4):1288-1319.
[19]Soili Nysten-Haarala,Nari Lee,Jukka Lehto.Flexibility in contract terms and contracting processes[J].International Journal of Managing Projects in Business,2010,3(3):462-478(17).
[20]Cox A,Thompson I.‘Fit for purpose’contractual relations:Determining a theoretical framework for construction projects[J].European Journal of Purchasing&Supply Management,1997,3(3):127-135.
[21]Harris A,Giunipero L C,Hult G T M.Impact of organizational and contract flexibility on outsourcing contracts[J].Industrial Marketing Management,1998,27(5):373-384.
[22]尹贻林,徐志超.工程项目中信任、合作与项目管理绩效的关系---基于关系治理视角[J].北京理工大学学报社会科学版,2014,16(6):41-51.Yin Yilin,Xu Zhichao.Relationship between trust,cooperation and project management performance:From perspective of relational governance[J].Journal of Beijing Institute of Technology(Social Sciences Edition),2014,16(6):41-51.
[23]Songer A D,Molenaar K R.Project characteristics for successful public-sector design-build[J].Journal of Construction Engineering and Management,1997,123(1):34-40.
[24]Chow R P M,Yau O H M.Harmony and cooperation:Their effects on IJV performance in China[J].Cross Cultural Management An International Journal,2013,17(3):312-326.
[25]Wei K W,Cheung S O,Yiu T W,et al.A framework for trust in construction contracting[J].International Journal of Project Management,2008,26(8):821-829.
[26]Pinto J K,Slevin D P,English B.Trust in projects:An empirical assessment of owner/contractor relationships[J].International Journal of Project Management,2009,27(6):638-648.
[27]孙永磊,宋晶,谢永平.调节定向对创新网络惯例的影响---基于组织间信任的情景分析[J].科研管理,2016,37(8):01-07.Sun Yonglei,Song Jing,Xie Yongping.Impacts of regulatory focus on innovation network routines-A situational analysis based on inter-organizational trust[J].Science Research Management,2016,37(8):01-07.
[28]尹贻林,徐志超.信任、合作与工程项目管理绩效关系研究---来自承发包双方独立数据的证据[J].工业工程与管理,2014(4):81-91.Yin Yilin,Xu Zhichao.Study of relationship between trust,cooperation and project management performance:Evidence of independent data from owner and contractor[J].Industrial Engineering and Management,2014(4):81-91.
[29]柯洪,刘秀娜,杜亚灵.信任对工程合同柔性影响的实证研究[J].软科学,2015(6):139-144.Ke Hong,Liu Xiuna,Du Yaling.Empirical research on the impact of trust on construction contractual flexibility[J].Soft Science,2015(6):139-144.
[30]Girmscheid G,Brockmann C.Inter and intra organizational trust in international construction joint ventures[J].Journal of Construction Engineering and Management,2010,136(3):353-360.
[31]Fischer H,Huber T,Dibbern J.Contractual and relational governance as substitutes and complements-explaining the development of different relationships[C].Helsinki,2011.
[32]Lau E,Rowlinson S.Trust relations in the construction industry[J].International Journal of Managing Projects in Business,2010,3(4):693-704.
[33]Yeung J F,Chan A P,Chan D W.Developing a performance index for relationship-based construction projects in Australia:Delphi study[J].Journal of Management in Engineering,2009,25(2):59-68.
[34]Tang W,Qiang M,Duffield C F,et al.Enhancing total quality management by partnering in construction[J].Journal of Professional Issues in Engineering Education and Practice,2009,135(4):129-141.
[35]Lui S S,Ngo H.The role of trust and contractual safeguards on cooperation in non-equity alliances[J].Journal of Management,2004,30(4):471-485.
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