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Fiji is a land of islands: about 840 of them, ranging in size from 390 sq. km to about 1 sq. km. Viti Levu is the biggest, on which lives the majority of the population. Of all the island states in the South Pacific, Fiji is unusual in that the majority of the population is not indigenous — at the last census which gave a total population of 690,000, only 48 per cent were found to be indigenous Fijians, yet these people own 84 per cent of the total land area on the customary land tenure system. The remaining land is either Crown land (nine per cent of the total) or freehold land (seven per cent of the total).

Guaranteed maximum price (GMP) and target cost contracting (TCC) with a pain‐share/gain‐share arrangement have been adopted to integrate the construction delivery process and motivate service providers to seek continuous improvements in project outcomes. However, there is still a lack of research evidence to evaluate the levels of success and lessons learned from these innovative procurement strategies. Based on the analysis of a series of in‐depth interviews on the perceptions of various relevant experienced industrial practitioners, this paper aims to explore the key attributes of GMP/TCC including the underlying motives, perceived benefits, potential difficulties, critical success factors, key risk factors involved and optimal project conditions for adopting GMP/TCC. The research findings are useful in assisting key project stakeholders in minimising the detriments brought about by potential difficulties in and maximising the benefits derived from implementing GMP/TCC concepts. The study is also significant in contributing to new knowledge and practical information of GMP/TCC applications and implementation, in both a national and international context.

Now well into the 21st century, the world’s most powerful organizations’ highest executive levels and boards of directors still fail to represent a diverse collection of people shaped by unique social identity dimensions according to age, class, culture, ethnicity, faith/spirituality, gender, physical/psychological ability, sexual orientation, and more. Offered in this book is an investigation into why a homophily framework, or a similarity-attraction hypothesis, continues to perpetuate leadership by predominantly Caucasian/White males and reinforces barriers that keep qualified people possessing a multiplicity of social identity dimensions from achieving their full human potential.

To understand interactive processes through which discrimination is reproduced in the workplace, social identity theorists explore connections between ways that people create social identity and that organizations become socially constructed. Social identity theory explains how people seek to develop oneness with groups that help them to develop and/or to enhance positive self-esteem – and to better understand how people develop notions of high-status ingroups and low-status outgroups. Both of these frameworks are central to this book’s attention to difference in organizations. Difference is positioned as a positive advance in organizational dynamics; advocating respect and appreciation for multiple and intersecting social identities – not for profitability and other business case reasons – but because it is morally justified to eradicate inequitable and exclusionary practices in organizations. This book offers an introduction to doing difference research by introducing a number of theoretical underpinnings, addressing methodological challenges, and presenting a wide cross-section of numerous bodies of literature which have been attending to difference work. Chapter 1 is divided into subthemes of: applying social identity theory, emphasizing the “center” and the “margin,” managing organizational climate, and avoiding business case thinking and other flawed models by advocating for real diversity.

How can action research be made more rigorous? We discuss in this paper action research, positivism and some major criticisms of action research by positivists. We then examine issues relating the conduct of IS research in organisations through multiple iterations in the action research cycle proposed by Susman and Evered. We argue that the progress through iterations allows the researcher to gradually broaden the research scope and in consequence add generality to the research findings. A brief illustrative case is provided with a study on groupware introduction in a large civil engineering company. In the light of this illustrative case we contend that effective application of the iterative approach to action research has the potential to bring research rigour up closer to standards acceptable by positivists and yet preserve the elements that characterise action research as such.

This paper aims to investigate the operational mechanism, project performance, motives behind, benefits, difficulties and success factors of adopting the guaranteed maximum price (GMP) scheme based on a real‐life case study of Chater House, an international Grade A private office project in Hong Kong.

The case project was analysed by means of the related project documentation and a series of face‐to‐face interviews with the relevant senior project representatives.

All the interviewed key project stakeholders perceived that the GMP contract helped achieve competitive price, value for money and superior quality of products as well as provided stronger incentives to innovation and cost saving. The case study revealed that the overall success of this GMP project was underpinned by several key attributes.

The paper provides solid groundwork for client bodies and contracting organisations to develop a best practice framework for implementing successful GMP schemes in future construction.

The paper aims to present a succinct review of guaranteed maximum price (GMP) and target cost contracting (TCC) concepts and features in general, and to identify the critical success factors for procuring GMP/TCC contracts from the Hong Kong perspective in particular.

By means of an empirical questionnaire survey geared towards industrial practitioners with direct hands‐on GMP/TCC experience, the opinions of various contracting parties including clients, consultants and contractors were solicited, analysed and compared in relation to GMP/TCC success factors.

Experienced practitioners shared the unanimous perception that: reasonable share of cost saving and fair risk allocation; partnering spirit from all contracting parties; right selection of project team; well‐defined scope of work in client's project brief and early involvement of contractor in design development, are the most essential ingredients for the successful implementation of GMP/TCC scheme.

Although the research study is based in Hong Kong with a limited sample size, the survey findings and hands‐on experience of the relevant industrial practitioners may be cross‐referenced to other similar investigations in other parts of the world for international comparisons.

The research study has provided some useful insights into assisting key project stakeholders in determining important successful ingredients when launching GMP/TCC scheme. Such an identification of critical success factors would be valuable in formulating effective practical strategies to improve overall project performance, create win‐win opportunities for contracting parties and mitigate the occurrence of construction disputes/claims. It also attempts to seek more research evidence to capture the levels of success and lessons learned from previous GMP/TCC construction projects for generating best practice recommendations for future implementation.

The purpose of this paper is to identify the party most preferred to take the risks associated with the target cost contracts and guaranteed maximum price contracts (TCC/GMP) in the Hong Kong context.

An empirical questionnaire survey was conducted with the relevant industrial practitioners to solicit their preferences of risk allocation in TCC/GMP construction projects in Hong Kong.

The survey findings indicated that risks on tender documentation and project design are better borne by clients, while construction related risks are perceived to be taken by contractors. The research findings are consistent with other similar studies on risk allocation in construction projects in general.

This paper has developed a preferred risk allocation scheme for the delivery of future TCC/GMP projects, taking Hong Kong as an example. It can serve as a useful guide for decision makers to determine an optimal risk allocation at the planning stage of a TCC/GMP scheme.

The paper can benefit both academic researchers and industrial practitioners in generating an equitable risk sharing mechanism for TCC/GMP projects. It provides sufficient empirical evidence, added to the growing body of knowledge and lays a solid foundation for further research such as an international comparison of various risk allocation schemes associated with this kind of contractual arrangement.

This paper aims to explore the implementation framework, project performance, underlying motives, perceived benefits, potential difficulties, as well as critical success factors, of adopting the target cost contracting (TCC) form of procurement, based on an in‐depth real‐life case study of a challenging underground railway station modification project in Hong Kong.

The case project was analysed by means of the related project documentation and face‐to‐face interviews with the relevant senior representatives from the client organisation.

The target cost‐based procurement strategy generates a plethora of benefits throughout the whole delivery process of the project case, including the provision of cost incentives for the contractor to work efficiently, aligning individual goals of various contracting parties with the overall project objectives, achieving better value for money and more satisfactory overall project performance in terms of time, cost and dispute occurrence.

Although the selected TCC case study project is based in Hong Kong, the research findings and hands‐on experience of the relevant industrial practitioners may be cross‐referenced to other similar TCC projects in other parts of the world for international comparisons.

The paper provides some useful insights into assisting key project stakeholders in maximising the benefits, whilst minimising the detriments brought about by potential difficulties in launching the TCC scheme. It seeks more research evidence to evaluate the entire project delivery process, and capture the levels of success and lessons learned from previous TCC construction projects for generating best practice recommendations to achieve better construction performance.