Balancing Tensions for Value Co-Creation in Integrated Project Delivery Projects

Integrated Project Delivery (IPD) establishes a collaborative, risk-sharing, and benefit-sharing project team to optimize project value through mutual trust and cooperation among multiple stakeholders. Nevertheless, the relationships among various stakeholders are characterized by multiple tensions, arising from complex internal and external environments, and ecological disparities, necessitating both interdependence and competition. However, tensions have only recently begun to receive focus within the domain of project management. This study investigates the tensions encountered during the implementation of IPD projects. Employing an exploratory multi-case study approach, this study identifies various tensions manifesting within and across organizations in IPD projects. The study contributes to understanding value co-creation by analyzing communication processes among multiple stakeholders in IPD projects, illustrating how paradoxical tensions emerge and intertwine within these projects. The insights gained from this study underscore the critical need for a nuanced managerial approach, as the intricate web of tensions identified demands a more deliberate and sustained effort to facilitate effective value co-creation in complex project environments.