Savva I. Mamontov on the Railway Industry in Russia

The article reprinted from the Zheleznodorozhnoe delo (Rail Business) journal published 110 years ago reviews in detail the content of the brochure «On Railway Industry in Russia» edited by Savva Mamontov, one of the richest, well-known businessmen and benefactors of his time, who had got direct experience of managing construction and operation of railways. The brochure exposed the opinion of Savva Mamontov regarding numerous advantages of private railway construction contracting and further operation based on, speaking modern language, private-public partnership. The described advantages comprised speed of construction, rational cost policy, etc. The reviewer while agreeing with S. Mamontov on some issues insisted on more profound study of possible changes in traditional model of private and public railways that existed in Russia.

The contribution of project management offices to addressing complexities in principal construction contracting

PurposeThe purpose of this study is twofold: first, to identify major project management (PM) complexities in principal construction contracting; and second, to study the contribution of project management offices (PMOs) to addressing such complexities.Design/methodology/approachA two-stage research design was adopted through a structured literature review (SLR) and a qualitative survey study.FindingsThe two-stage study resulted in mapping out the contribution of 10 functional areas to 15 complexity factors that were retrieved from the literature and categorized using the TOE (technical, organizational and environmental) framework. Six outcomes including (1) facilitated processes, (2) improved decisions, (3) improved coordination, (4) enhanced alignment, (5) addressed uncertainties and (6) integrated oversight were identified that describe how PMOs can contribute to tackling complexities.Research limitations/implicationsSimilar to other qualitative studies, this study has some limitations in terms of the replicability of results. Regarding the exploratory nature of this study to explain the contribution of PMO to complexity, further quantitative surveys can be conducted using a larger sample to statistically examine the significance of proposed relations between capabilities and complexity factors.Practical implicationsThis study provides an understanding of the contribution of PMOs to tackling ever-increasing complexities embedded in construction contracting. The authors suggest requirements to be considered by professionals toward overcoming such complexities.Originality/valueAlthough prior studies have separately investigated PMO functions and PM complexities, this study explores the link between these two spheres to discuss one important application of PMO in this context.

Equity gap in construction contracting: identification and ramifications

PurposeThis study conceptualizes the equity gap (EG) in construction contracting and examines its impact on project performance.Design/methodology/approachThe identification of EG was first summarized from a literature review. A conceptual framework that included EG elements of information, risks, expected return and power asymmetry was then proposed. A study of the Hong Kong–Zhuhai–Macau Bridge supported the existence of EG. The framework was further refined by incorporation of 21 EG identifications. To examine the reliability of the framework, data were collected from 106 senior project professionals to evaluate the extent to which EG identification occurred in their projects. A Partial Least Square–Structural Equation Modeling (PLS-SEM hereafter) analysis was conducted on the collected data.FindingsThe proposed framework was deemed statistically significant. Furthermore, no significant differences were detected between the developer and contractor. The concepts of asset and process specificities suggested that the unaddressed EG may be met with retaliatory behaviors, such as noncooperation, procrastination, opportunism and withdrawal, as the physical works proceed. These behaviors may also hamper project performance.Practical implicationsTo address the EG ex post, it is suggested that relational incentives to balance the power differential be set, reallocation of risks and return and enhancing task programmability for ease of monitoring and performance evaluation.Originality/valueThis study investigates the downside of the EG between the contracting parties. The proposed EG framework informs the project management of critical EG elements and possible methods to narrow the gap ex post. Practical suggestions are also provided to manage construction contracts in general and in the use of incentive schemes to address EG.

10 Complex Arbitration: (Articles 14, 18, and 19)

This chapter studies complex arbitration, covering Articles 14, 18, and 19 of the CIETAC Rules. Under Article 14, the Claimant can initiate a single arbitration for disputes arising out of multiple contracts as long as the three requirements set out in Article 14 are met. Since the 2015 CIETAC Rules came into effect, Article 14 is frequently invoked in regard to disputes arising out of transactions such as international sales of goods, financial lease, and construction contracting and sub-contracting. Article 18 concerns the joinder of additional parties. Joinder refers to the situation where there is an arbitration pending under the CIETAC Rules and one or more additional parties are subsequently joined to the proceedings. Meanwhile, Article 19 deals with the consolidation of arbitrations, a procedure in which two or more pending arbitrations are merged into a single arbitration and handled by a single arbitral tribunal.