Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Pursuing "relational integration" and "overall value" through "RIVANS"
AU - Kumaraswamy, Mohan M.
AU - Anvuur, Aaron M.
AU - Smyth, Hedley J.
PY - 2010/10/31
Y1 - 2010/10/31
N2 - Purpose: The paper seeks to consider relational integration across a network of organisational members. To this end, "relationally integrated value networks" (RIVANS) are conceptualised to engage and empower network members towards well-focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired "overall value" that includes the hitherto often neglected "whole life" and end-user priorities. Design/methodology/approach: Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions. Findings: Relational integration in networks adds considerable value to projects. Cross-fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers. Research limitations/implications: Relational agendas have grown steadily over the last 15 years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re-emerging cost focus. Practical implications: Each network can benefit from healthy inputs from, and benchmarking against, other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities. Originality/value: The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets.
AB - Purpose: The paper seeks to consider relational integration across a network of organisational members. To this end, "relationally integrated value networks" (RIVANS) are conceptualised to engage and empower network members towards well-focused collaboration that adds value. The aim is to identify the routes towards achieving the desirable integration together with the desired "overall value" that includes the hitherto often neglected "whole life" and end-user priorities. Design/methodology/approach: Two case studies of enlightened team working are used to examine the power of RIVANS to add value. Deliberations at two subsequent workshops identified the potential for furthering the RIVANS approach and operationalising the value propositions. Findings: Relational integration in networks adds considerable value to projects. Cross-fertilisation benefits accrue when RIVANS members also participate in other value networks that also include other facilities managers. Research limitations/implications: Relational agendas have grown steadily over the last 15 years. There is scope for further development for benefits of clients and the supply network. This is despite an apparent retreat from a focus on differentiation to a re-emerging cost focus. Practical implications: Each network can benefit from healthy inputs from, and benchmarking against, other networks. The strengths of each network will be enhanced by the steady development of each of its members, mutual feedback and collaborative learning opportunities. Originality/value: The need for, and potential impact of RIVANS are heightened in the present major economic downturn. Relationally integrated networks can be more resilient, while adding value and building market share through collaborative efficiencies throughout the life cycles of built assets.
KW - Asset valuation
KW - Integration
KW - Team working
U2 - 10.1108/02632771011083702
DO - 10.1108/02632771011083702
M3 - Journal article
AN - SCOPUS:78049519125
VL - 28
SP - 673
EP - 686
JO - Facilities
JF - Facilities
SN - 0263-2772
IS - 13
ER -