Co-creating social value through cross-sector collaboration between social enterprises and the construction industry

Barraket, J; Loosemore, M

Co-creating social value through cross-sector collaboration between social enterprises and the construction industry

Barraket, J Loosemore, M

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Publisher:: Informa UK Limited
Publication Type:: Journal Article
Citation:: Construction Management and Economics, 2018, 36, (7), pp. 394-408
Issue Date:: 2018-07-03

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Field	Value	Language
dc.contributor.author	Barraket, J
dc.contributor.author	Loosemore, M https://orcid.org/0000-0002-3189-4655
dc.date.accessioned	2022-09-03T20:46:29Z
dc.date.available	2022-09-03T20:46:29Z
dc.date.issued	2018-07-03
dc.identifier.citation	Construction Management and Economics, 2018, 36, (7), pp. 394-408
dc.identifier.issn	0144-6193
dc.identifier.issn	1466-433X
dc.identifier.uri	http://hdl.handle.net/10453/161277
dc.description.abstract	Emerging social procurement imperatives are driving new forms of cross-sector collaboration between private, public and social enterprise sectors in the construction industry. Yet there is little understanding of how and why social enterprises and private construction firms collaborate in meeting new social procurement imperatives and of the institutional and organizational factors shape these practices. Drawing on theoretical insights from governance, management and policy studies and three case studies of major organizations from across the construction social value chain, the organizational and institutional factors that drive cross-sector collaborations are explored. Documentary analysis of social procurement strategy and policy, non-participant observation of social procurement initiatives in action and in-depth interviews with senior social procurement champions suggest that existing processes of social value co-creation through supply chain relationships more closely reflect a cooperative than a collaborative model, are largely driven by commercial concerns and influenced by industry norms and institutional imperatives. It is concluded that there are significant differences in experience and opportunity for collaboration based on supply chain position and organizational scale and that these have notable effects on the co-creation of social value and the legitimacy of different social benefit providers in the construction industry.
dc.language	en
dc.publisher	Informa UK Limited
dc.relation.ispartof	Construction Management and Economics
dc.relation.isbasedon	10.1080/01446193.2017.1416152
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	09 Engineering, 12 Built Environment and Design, 14 Economics
dc.subject.classification	Building & Construction
dc.title	Co-creating social value through cross-sector collaboration between social enterprises and the construction industry
dc.type	Journal Article
utslib.citation.volume	36
utslib.for	09 Engineering
utslib.for	12 Built Environment and Design
utslib.for	14 Economics
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	closed_access	*
dc.date.updated	2022-09-03T20:46:28Z
pubs.issue	7
pubs.publication-status	Published
pubs.volume	36
utslib.citation.issue	7

Abstract:

Emerging social procurement imperatives are driving new forms of cross-sector collaboration between private, public and social enterprise sectors in the construction industry. Yet there is little understanding of how and why social enterprises and private construction firms collaborate in meeting new social procurement imperatives and of the institutional and organizational factors shape these practices. Drawing on theoretical insights from governance, management and policy studies and three case studies of major organizations from across the construction social value chain, the organizational and institutional factors that drive cross-sector collaborations are explored. Documentary analysis of social procurement strategy and policy, non-participant observation of social procurement initiatives in action and in-depth interviews with senior social procurement champions suggest that existing processes of social value co-creation through supply chain relationships more closely reflect a cooperative than a collaborative model, are largely driven by commercial concerns and influenced by industry norms and institutional imperatives. It is concluded that there are significant differences in experience and opportunity for collaboration based on supply chain position and organizational scale and that these have notable effects on the co-creation of social value and the legitimacy of different social benefit providers in the construction industry.

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http://hdl.handle.net/10453/161277