How Can Clients Improve the Quality of TransportInfrastructure Projects?: The Role of Knowledge Managementand Incentives
2013 (English)In: The ScientificWorld Journal, Vol. 2013Article, review/survey (Refereed) Published
The aimof this paper is to argue for a number of statements about what is important for a client to do in order to improve quality innew infrastructure projects, with a focus on procurement and organizational issues.The paper synthesizes theoretical and empiricalresults concerning organizational performance, especially the role of the client for the quality of a project.The theoretical frameworkused is contract theory and transaction cost theory, where assumptions about rationality and self-interest are made and whereincentive problems, asymmetric information, and moral hazard are central concepts. It is argued that choice of procurement typewill not be a crucial factor. There is no procurement method that guarantees a better quality than another. We argue that giventhe right conditions all procurement methods can give good results, and given the wrong conditions, all of them can lead to lowquality.What is crucial is how the client organization manages knowledge and the incentives for the members of the organization.This can be summarized as “organizational culture.” One way to improve knowledge and create incentives is to use independentsecond opinions in a systematic way.
Place, publisher, year, edition, pages
Hindawi Publishing Corporation, 2013. Vol. 2013
Quality, infrastructure, transaction cost theory, procurement, knowledge management, organizational culture.
Economics and Business
Research subject SRA - Transport
IdentifiersURN: urn:nbn:se:kth:diva-138339DOI: 10.1155/2013/709423ISI: 000326514800001ScopusID: 2-s2.0-84887450742OAI: oai:DiVA.org:kth-138339DiVA: diva2:680933
QC 201401202013-12-192013-12-192014-01-21Bibliographically approved