Abstract

Drawing from the relational contracting approach, value co-creation is essential to project success in certain types of construction project delivery models, such as design-construction, ECI and strategic alliance. However, there is little empirical evidence on the impact of value co-creation on project performance. Based on prior co-creation research and a cross-sectional survey of 120 Chilean project managers, this study provides much-needed evidence on the effects of value co-creation on project performance. Value co-creation is modelled as a higher-order construct underpinned through relational engagement, collaboration and innovativeness. The positive influence of value co-creation on project performance is moderated by project’s requirement uncertainty. The study contributes to the literature by conceptualising the moderated impact on project performance and validates the relationships empirically.