In a recent study published in the Journal of Civil Engineering and Management, lead author Johan Lagerkvist from the Department of Architecture and Civil Engineering at Chalmers University of Technology, alongside his role at the Swedish Transport Administration, sheds light on a pressing issue in the Swedish bridge construction industry: the conflicting incentives among key players that may hinder long-term productivity.
The research reveals a concerning trend: while the construction sector has historically faced a decline in productivity since the 1960s, the motivations of the three main actors—clients, contractors, and design engineers—could be a significant contributing factor. The study, which gathered insights from 151 respondents through a self-completed questionnaire, indicates that contractors often prioritize immediate profits from individual projects over the long-term financial health of their companies. This short-sighted approach can stifle innovation and the standardization of practices that are essential for enhancing productivity across future projects.
In stark contrast, design engineers and clients appear to have a broader perspective. They emphasize the importance of overall company profit and the quality of delivered products, suggesting that a focus on these elements could lead to improved long-term productivity. Lagerkvist notes, “The findings highlight a critical disconnect where contractors are incentivized by immediate gains, potentially at the expense of future opportunities for efficiency and innovation.”
This research raises important questions for the construction sector, particularly in how project incentives are structured. If the industry is to reverse the trend of decreasing productivity, it may need to rethink its approach to contractor involvement and the methodologies used in project delivery. The study advocates for a shift towards models that encourage collaboration and long-term thinking, such as design-build or early contractor involvement, which could align the interests of all parties involved.
The implications of these findings extend beyond academic interest; they have real commercial impacts. By fostering an environment where innovation is encouraged and long-term profitability is prioritized, the construction sector can enhance its competitiveness and reduce economic costs associated with bridge projects. As Lagerkvist suggests, “By aligning the incentives of all parties, we can create a more sustainable and productive construction environment.”
As the industry grapples with these challenges, the insights from Lagerkvist’s study could serve as a catalyst for change, prompting stakeholders to reconsider how they approach project incentives. The full study can be accessed through the Journal of Civil Engineering and Management, offering a deeper understanding of the dynamics at play in Sweden’s bridge construction sector. For more information on Lagerkvist’s work, visit lead_author_affiliation.
