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Partnering public sector constructio...

Fisher, Richard Barnard.

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Partnering public sector construction contracts: A conflict avoidance process.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Partnering public sector construction contracts: A conflict avoidance process./
Author:	Fisher, Richard Barnard.
Description:	300 p.
Notes:	Source: Dissertation Abstracts International, Volume: 65-04, Section: A, page: 1534.
Contained By:	Dissertation Abstracts International65-04A.
Subject:	Political Science, Public Administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3130624
ISBN:	0496778727

Partnering public sector construction contracts: A conflict avoidance process.
Fisher, Richard Barnard.

Partnering public sector construction contracts: A conflict avoidance process. - 300 p.

Source: Dissertation Abstracts International, Volume: 65-04, Section: A, page: 1534.

Thesis (Ph.D.)--Virginia Commonwealth University, 2004.

The purpose of this study is to identify, describe, and analyze the conflict avoidance process, partnering. This study used the perceptions of key participants to describe the actual process and to compare it with the prevalent theoretical model

ISBN: 0496778727Subjects--Topical Terms:

1017438
Political Science, Public Administration.

Partnering public sector construction contracts: A conflict avoidance process.
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100 1 $a Fisher, Richard Barnard. $3 1930315
245 1 0 $a Partnering public sector construction contracts: A conflict avoidance process.
300 $a 300 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-04, Section: A, page: 1534.
500 $a Director: Morton B. Gulak.
502 $a Thesis (Ph.D.)--Virginia Commonwealth University, 2004.
520 $a The purpose of this study is to identify, describe, and analyze the conflict avoidance process, partnering. This study used the perceptions of key participants to describe the actual process and to compare it with the prevalent theoretical model
520 $a A qualitative research design was used to purposefully select four partnered construction projects in the Commonwealth of Virginia. The four different construction projects conformed to the Virginia Public Procurement Act (VPPA). They all used t
520 $a The Architect/Engineer, the Owner, the General Contractor, and the Facilitator on each construction project were interviewed to determine their perceptions of the partnering process. The perceptions of these key informants were used in this rese
520 $a The four major findings of this study are: (1) The operational model of the partnering process as described by the key informants is different from the foreshadowed concept, or model, of the partnering process of Carr et al. (1999). (2) Partneri
520 $a The model of the partnering process derived from the interviews depicts a different structure than the theoretical model. This model includes three sets of events in its process with four independent steps in the first event, four sequential ste
520 $a Implications for theory, practice, and future research are also discussed. The implications for theory suggest that the operational model is a more complex model than the foreshadowed theoretical process model of Carr et al. (1999). The implicat
590 $a School code: 2383.
650 4 $a Political Science, Public Administration. $3 1017438
650 4 $a Architecture. $3 523581
650 4 $a Engineering, General. $3 1020744
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710 2 0 $a Virginia Commonwealth University. $3 1018010
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