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|Title: ||Pursuing ‘relational integration’ and ‘overall value’ through ‘RIVANS’|
|Authors: ||Kumaraswamy, Mohan M.|
Anvuur, Aaron M.
Smyth, Hedley J.
|Keywords: ||Relational integration|
|Issue Date: ||2010|
|Publisher: ||© Emerald|
|Citation: ||KUMARASWAMY, M.M., ANVUUR, A.M., and SMYTH, H.J., 2010. Pursuing ‘relational integration’ and ‘overall value’ through ‘RIVANS’. Facilities, 28 (13/14), pp.673-686.|
|Abstract: ||Purpose – The paper considers 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. Crossfertilisation 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 fifteen 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.|
|Description: ||This article is © Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. An earlier version of this manuscript presented at the Changing Roles: New Roles, New Challenges
conference in Noordwijk aan Zee, The Netherlands in 2009 won the Emerald Best Paper Award (sponsored by
|Version: ||Accepted for publication|
|Publisher Link: ||http://dx.doi.org/10.1108/02632771011083702|
|Appears in Collections:||Published Articles (Architecture, Building and Civil Engineering)|
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