Opportunism in the management of opportunities: client’s perspective

A Marsov, N O E Olsson
{"title":"Opportunism in the management of opportunities: client’s perspective","authors":"A Marsov, N O E Olsson","doi":"10.1088/1755-1315/1389/1/012020","DOIUrl":null,"url":null,"abstract":"Opportunity management offers the possibility of increasing the chances of achieving the project objectives. In construction projects, some opportunities may be associated with quality improvement, whereas others may lead to time and cost savings. Opportunities leading to savings may be beneficial for one contracting party and disadvantageous for other project stakeholders. An unbalanced distribution of benefits from opportunities, sometimes coupled with negative effects, can arise from opportunistic behaviours. Much is known about opportunism in the context of project management. Although the link between opportunism in projects and opportunity management is evident, extant literature does not explicitly bridge these two aspects of project management practice. This paper is conceptual, and its purpose is to broaden the view on opportunity management in construction projects by emphasising that the implementation of some opportunities may be associated with opportunism. This paper summarises realistic examples of certain opportunities arising from opportunism. These examples show that some opportunities favouring one party can trigger negative effects that compromise the needs of various project stakeholders such as clients, end users, and project owners of current and future expansion projects. The perspective on opportunity management from the lens of opportunism helps clients recognise possible hidden agendas of contractors striving to optimise design solutions and ease project execution. Understanding the opportunistic nature of certain opportunities proposed by internal project team members can prevent clients from exploiting such opportunities. Since it is impossible to eradicate opportunism in construction projects, clients need to be prepared to deal with opportunism before it becomes a matter of concern. Thus, the early involvement of knowledgeable project members capable of flagging the presence of antecedents of opportunism is beneficial for clients.","PeriodicalId":14556,"journal":{"name":"IOP Conference Series: Earth and Environmental Science","volume":"3 1","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"IOP Conference Series: Earth and Environmental Science","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1088/1755-1315/1389/1/012020","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0

Abstract

Opportunity management offers the possibility of increasing the chances of achieving the project objectives. In construction projects, some opportunities may be associated with quality improvement, whereas others may lead to time and cost savings. Opportunities leading to savings may be beneficial for one contracting party and disadvantageous for other project stakeholders. An unbalanced distribution of benefits from opportunities, sometimes coupled with negative effects, can arise from opportunistic behaviours. Much is known about opportunism in the context of project management. Although the link between opportunism in projects and opportunity management is evident, extant literature does not explicitly bridge these two aspects of project management practice. This paper is conceptual, and its purpose is to broaden the view on opportunity management in construction projects by emphasising that the implementation of some opportunities may be associated with opportunism. This paper summarises realistic examples of certain opportunities arising from opportunism. These examples show that some opportunities favouring one party can trigger negative effects that compromise the needs of various project stakeholders such as clients, end users, and project owners of current and future expansion projects. The perspective on opportunity management from the lens of opportunism helps clients recognise possible hidden agendas of contractors striving to optimise design solutions and ease project execution. Understanding the opportunistic nature of certain opportunities proposed by internal project team members can prevent clients from exploiting such opportunities. Since it is impossible to eradicate opportunism in construction projects, clients need to be prepared to deal with opportunism before it becomes a matter of concern. Thus, the early involvement of knowledgeable project members capable of flagging the presence of antecedents of opportunism is beneficial for clients.
机会管理中的机会主义:客户视角
机会管理为增加实现项目目标的机会提供了可能。在建筑项目中,一些机会可能与质量改进有关,而另一些机会则可能导致时间和成本的节约。能够节省成本的机会可能对合同一方有利,而对其他项目利益相关者不利。机会主义行为可能导致机会带来的利益分配不平衡,有时还会产生负面影响。人们对项目管理中的机会主义了解甚多。虽然项目中的机会主义与机会管理之间的联系显而易见,但现有文献并没有明确地将项目管理实践的这两个方面联系起来。本文是概念性的,其目的是通过强调某些机会的实施可能与机会主义有关,来拓宽对建筑项目机会管理的看法。本文总结了由机会主义产生的某些机会的现实例子。这些例子表明,一些有利于某一方的机会可能会引发负面效应,损害项目各利益相关方的需求,如客户、最终用户以及当前和未来扩建项目的业主。从机会主义的角度来看待机会管理,有助于客户识别承包商为优化设计方案和简化项目执行而可能隐藏的目的。了解项目团队内部成员提出的某些机会的机会主义性质,可以防止客户利用这些机会。由于不可能根除建筑项目中的机会主义,客户需要在机会主义成为问题之前做好应对准备。因此,有能力识别机会主义先兆的知识渊博的项目成员的早期参与对客户是有益的。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 求助全文
来源期刊
CiteScore
1.00
自引率
0.00%
发文量
0
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信