Construction projects could clearly be said to be the result of co-ordinated efforts between promoters, project managers, consultants, architects, planners and workforce (own and/or contracted) who actually carry out the construction work at the site. Thus, when considering the construction industry in its entirety, the need for demand creation is vested with groups of individuals who could create more value for organisations than individuals working in isolation.
“But by freely indulging in exchange, that is with no coercion, each member would be better off or at least no worse off than by being in isolation. The group as a whole would be better off; value is created.” (Sen n.d).
However, construction activities also envisage time and cost factors. Unjustified delays may cause budgetary constraints which could be avoided if planning and organization of joint projects were carried out meticulously and diligently.
“It was concluded that this approach offers a number of benefits for the client, the main contractor, partnering subcontractors and professional consultants, such as, lower costs, improved team approach and less confrontation.”(Humphreys, Matthews & Kumaraswamy 2003, pp.166-178).
non-actions. However, much would depend upon the ensuing covenant and the terms and conditions of employment. Just as there are legal differentiations between contractors and employees, so also there are surrounding differences between the rights, liabilities and privileges of contractors, sub contractors and others along the line. Though much about contracting is gained from the UK Contract Act and ancillary laws, local laws and practices are also of major import, especially in the event of disputes.
Often the demarcation of where the responsibilities of the main contractor ends and that of the sub contractors begin could be