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dc.contributor.authorRichards, Peter
dc.contributor.authorBowen, Paul
dc.date.accessioned2017-09-18T10:31:38Z
dc.date.available2017-09-18T10:31:38Z
dc.date.issued2007
dc.identifier.citationRichards, P., & Bowen, P. (2007). The management of clients' strategic objectives using the JBCC principal building agreement: a case study. Acta Structilia: Journal for the Physical and Development Sciences, 14(1), 116-157.en_ZA
dc.identifier.issn1023-0564 (print)
dc.identifier.issn2415-0487 (online)
dc.identifier.urihttp://hdl.handle.net/11660/6942
dc.description.abstractEnglish: Meeting the strategic objectives of construction clients is paramount in construction procurement for the project to be regarded as successful by the client. It is contended that the choice of contractual arrangement can act as a barrier to achieving these objectives. Through an analysis of the South African JBCC Principal Building Agreement, the authors explore how contractual arrangements can be a limitation to achieving the client’s construction strategic objectives. The research methodology adopted for the research comprises a desktop analysis of the JBCC Principal Building Agreement together with the analysis of a single case study to explore how the JBCC Principal Building Agreement addresses the client’s strategic objectives in theory and in practice. The findings indicate that the Agreement neither makes provision to deal with the client’s strategic objectives nor are they met by its philosophy, structure, or parameters. It is concluded that construction clients who use the Agreementor its equivalent for the benefit of its convenience and familiarity should consider its adequacy to manage strategic objectives within the wider sense of the investment and business case of the construction project.en_ZA
dc.description.abstractAfrikaans: Konstruksieprojekte word deur kliënte as suksesvol beskou slegs wanneer hulle strategiese doelwitte bereik is. Daar word beweer dat die keuse van ’n bepaalde kontraktuele ooreenkoms die bereiking van sodanige doelwitte moontlik kan belemmer. Ontleding van die South African JBCC Principal Building Agreementdeur die outeurs het hulle ondersoek na die wyse waarop kontraktuele reëlings moontlik die bereiking van die kliënt se konstrukiseverwante strategiese doelwitte mag beperk, ondersteun. Die navorsingsmetodiek ten opsigte van hierdie navorsing toegepas, behels ’n tekstuele ontleding van die JBCC en een gevallestudie om die wyse waarop die JBCC Principal Building Agreement teoreties en prakties die kliënt se strategiese doelwitte aanspreek, te ondersoek. Die bevindinge dui aan dat die Agreementnòg voorsiening maak om die kliënt se strategiese doelwitte te bevredig nòg voldoen die filosofie, struktuur of parameters van hierdie ooreenkoms aan sodanige doelwitte nie. Die gevolgtrekking is dat kliënte wat van hierdie of ’n soortgelyke ooreenkoms gemaksonthalwe of omrede die bekendheid daarvan gebruikmaak, behoort die toereikendheid daarvan al dan nie om strategiese doelwitte rakende belegging en bedryfsaspekte in die breë sin van die konstruksieprojek te bestuur, te oorweeg.af
dc.language.isoenen_ZA
dc.publisherUniversity of the Free Stateen_ZA
dc.subjectJBCCen_ZA
dc.subjectStrategic objectivesen_ZA
dc.subjectBusiness caseen_ZA
dc.subjectConstruction clienten_ZA
dc.subjectContractual arrangementen_ZA
dc.subjectSouth Africaen_ZA
dc.titleThe management of clients’ strategic objectives using the JBCC principal building agreement: a case studyen_ZA
dc.typeArticleen_ZA
dc.description.versionPublisher's versionen_ZA
dc.rights.holderUniversity of the Free Stateen_ZA


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