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Categoría del artículo: Research Paper
Publicado en línea: 18 may 2021
Páginas: 2374 - 2382
Recibido: 06 may 2020
Aceptado: 12 ene 2021
DOI: https://doi.org/10.2478/otmcj-2021-0006
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© 2021 Peter Dahlin et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Regression on leadership drivers to change orders
| H1a: Opportunism | 0.24 |
0.18 | 0.24 |
| H2a: Bargaining cost | −0.17 |
−0.07 | −0.17 |
| H3a: Communication cost | 0.21 |
0.31 |
0.21 |
| 10.40% | 18.10% | 11.10% | |
| Adj. |
9.20% | 15.40% | 9.10% |
Regression on contractual drivers to change orders
| H1b: Opportunism | 0.01 | −0.09 | 0.04 |
| H2b: Bargaining cost | 0.12 | 0.37 |
−0.07 |
| H3b: Communication cost | 0.09 | −0.10 | 0.27 |
| 4.00% | 11.60% | 6.40% | |
| Adj. |
2.40% | 8.70% | 4.30% |
Correlation between composite scores
| 1. Opportunism | 3.57 | 0.73 | 234 | 0.79 | ||||
| 2. Bargaining cost | 3.34 | 0.67 | 234 | 0.39 |
0.75 | |||
| 3. Communication cost | 3.30 | 0.81 | 234 | 0.41 |
0.48 |
0.82 | ||
| 4. Leadership drivers to change orders | 3.10 | 0.86 | 234 | 0.26 |
0.02 | 0.22 |
0.82 | |
| 5. Contractual drivers to change orders | 3.50 | 0.90 | 234 | 0.10 | 0.17 |
0.16 |
−0.19 |
0.83 |
Mean differences between clients and contractors
| OPP1: The counterpart presents misleading information to protect their interests. | Client | 95 | 3.58 | 1.05 | ||
| Contractor | 139 | 3.66 | 0.93 | 0.41 | 0.525 | |
| Total | 234 | 3.63 | 0.98 | |||
| OPP2: The counterpart promises to do things without actually doing them later. | Client | 95 | 3.55 | 1.01 | ||
| Contractor | 139 | 3.69 | 0.87 | 1.35 | 0.247 | |
| Total | 234 | 3.63 | 0.93 | |||
| OPP3: The counterpart does not always act in accordance with our contract. | Client | 95 | 3.69 | 0.84 | ||
| Contractor | 139 | 3.85 | 0.76 | 2.13 | 0.146 | |
| Total | 234 | 3.79 | 0.80 | |||
| OPP4: The contractual partner sometimes breaks informal agreements to maximize their own benefit. | Client | 95 | 3.18 | 1.01 | ||
| Contractor | 139 | 3.24 | 1.00 | 0.19 | 0.663 | |
| Total | 234 | 3.21 | 1.00 | |||
| BC1: Negotiations of financial aspects of the contract are typically difficult and lengthy. | Client | 95 | 3.40 | 0.97 | ||
| Contractor | 139 | 3.45 | 0.93 | 0.13 | 0.715 | |
| Total | 234 | 3.43 | 0.94 | |||
| BC2: When unexpected changes arise, at least one party was dissatisfied with negotiated outcomes. | Client | 95 | 3.24 | 0.91 | ||
| Contractor | 139 | 3.24 | 0.91 | 0.00 | 0.969 | |
| Total | 234 | 3.24 | 0.91 | |||
| BC3: Our negotiations with this contracting partner are usually difficult. | Client | 95 | 3.34 | 0.96 | ||
| Contractor | 139 | 3.14 | 0.96 | 2.43 | 0.120 | |
| Total | 234 | 3.22 | 0.97 | |||
| BC4: Neither party is willing to lower their demands at their own cost. | Client | 95 | 3.44 | 0.73 | ||
| Contractor | 139 | 3.49 | 0.72 | 0.24 | 0.623 | |
| Total | 234 | 3.47 | 0.72 | |||
| CC1: Information from the contractual partner is poorly formulated and difficult to understand. | Client | 95 | 3.27 | 0.93 | ||
| Contractor | 139 | 3.15 | 0.92 | 1.00 | 0.318 | |
| Total | 234 | 3.20 | 0.92 | |||
| CC2: Important information from the contractual partner seldom comes at the right time. | Client | 95 | 3.38 | 0.99 | ||
| Contractor | 139 | 3.46 | 0.92 | 0.42 | 0.520 | |
| Total | 234 | 3.43 | 0.95 | |||
| CC3: Information from the contractual partner is either incomplete or too voluminous to understand. | Client | 95 | 3.27 | 0.99 | ||
| Contractor | 139 | 3.29 | 0.96 | 0.01 | 0.913 | |
| Total | 234 | 3.28 | 0.97 | |||
| LDCO1: The counterpart’s (lack of) interpersonal skills causes change orders. | Client | 95 | 3.13 | 1.08 | ||
| Contractor | 139 | 2.71 | 0.98 | 9.24 | 0.003 | |
| Total | 234 | 2.88 | 1.04 | |||
| LDCO2: The counterpart’s (lack of) leadership skills causes change orders. | Client | 95 | 3.18 | 1.03 | ||
| Contractor | 139 | 2.87 | 1.03 | 5.03 | 0.026 | |
| Total | 234 | 3.00 | 1.04 | |||
| LDCO3: The counterpart’s lack of competence causes change orders. | Client | 95 | 3.34 | 1.01 | ||
| Contractor | 139 | 3.49 | 1.14 | 1.11 | 0.293 | |
| Total | 234 | 3.43 | 1.09 | |||
| CDCO1: Imprecise projecting of on-site conditions causes change orders. | Client | 95 | 3.23 | 1.26 | ||
| Contractor | 139 | 4.20 | 0.91 | 46.78 | 0.000 | |
| Total | 234 | 3.81 | 1.17 | |||
| CDCO2: Incomplete early-stage planning causes change orders. | Client | 95 | 3.12 | 1.14 | ||
| Contractor | 139 | 3.63 | 0.97 | 13.50 | 0.000 | |
| Total | 234 | 3.42 | 1.07 | |||
| CDCO3: Incomplete contracts cause change orders. | Client | 95 | 2.97 | 1.13 | ||
| Contractor | 139 | 3.99 | 0.87 | 60.82 | 0.000 | |
| Total | 234 | 3.58 | 1.11 | |||
| CDCO4: Poor follow-up of similar projects causes change orders. | Client | 95 | 2.77 | 1.02 | ||
| Contractor | 139 | 3.51 | 0.99 | 0.000 | ||
| Total | 234 | 3.21 | 1.06 | |||