Year: 2026
Type: editorial
Abstract: This first issue of Management, Procurement and Law for 2026 brings together seven articles that interrogate a foundational yet often understated condition for transformation in the construction industry: trust. Amid rapid digitalisation, evolving contractual frameworks, policy disruptions, and persistent workforce challenges, the question is no longer whether change is required but whether the industry’s institutional, commercial, and human systems are adequately aligned to sustain it.The opening briefing note by Bahram (2026) sets the tone for the issue by arguing that adopting intelligent environments cannot be achieved through technology alone. Instead, it requires an ecosystem characterised by collective commercial commitment, collaborative behaviour, and a departure from adversarial practices that seek to transfer risk and liability down fragmented supply chains. While digital technologies can streamline processes and automate interactions, they cannot, in themselves, create value or reduce risk unless they are deployed within an environment of trust that encourages engagement, innovation, and shared responsibility. In this framing, trust emerges as the invisible infrastructure upon which intelligent, faster, and greener outcomes depend.Building upon this foundational concept, the second article explores trust through the perspectives of institutional clarity and legal certainty (Ryan et al., 2026). It examines adjudication under Ireland’s Construction Contracts Act 2013 explicitly, analysing judicial precedents to define the scope and authority of adjudicators. The study finds that uncertainty regarding adjudicator powers has frequently caused disputes, significantly affecting trust in statutory adjudication as a conflict resolution tool. Clarifying adjudicator jurisdiction supports the argument that trust in construction systems depends on transparent and clearly understood governance frameworks. The third article shifts to commercial trust and professional accountability. It questions the common assumption that competitive fee tendering naturally decreases the quality of professional services. Based on extensive survey data and expert interviews from South Africa, the research by Govender et al. (2026) shows that although fees are a key factor in document quality, they are not the only ones. Time constraints and professional experience also play crucial roles, illustrating the complex factors that influence quality in professional delivery. This work challenges oversimplified views and emphasised the importance of balancing competitiveness with professional integrity through more nuanced commercial practices.Trust is further operationalised in the fourth article through an examination of performance measurement in collaborative contracting. Focusing on the Engineering and Construction Contract of the NEC suite in Hong Kong, Wong et al. (2026) present a structured framework of key performance indicators designed to support collaborative behaviours and objective performance assessment. By embedding time, cost, quality, safety, and social and environmental impact within a unified KPI structure, the study illustrates that trust-based contracts require transparent and credible measurement systems to function effectively in practice. Building on the earlier discussion of trust’s institutional, commercial, and performance aspects, the fifth article by Seriki and Murphy (2026) shifts focus inward to organisations. Using the strategy-as-practice approach, it explores how strategy is realised in construction professional service firms through the actions, interpretations, and interactions of people. The results highlight that strategic goals only become meaningful when integrated into daily routines and practices. This insight supports the main message that systems, contracts, and technologies are ultimately shaped by people, whose behaviours and interpretations decide whether trust is nurtured or damaged.The sixth article broadens the discussion to the systemic challenge of workforce capability, examining skills shortages in the UK construction industry in the context of Brexit (Powell and Shibeika, 2026). Drawing on qualitative insights from industry professionals, the study reveals how policy disruption has compounded long-standing issues, including negative industry perceptions, an aging workforce, and misaligned educational pathways. Notably, the article demonstrates that skills shortages are not merely labour-market problems but symptoms of deeper structural and reputational challenges that erode confidence in the industry’s future. The issue ends with a forward-looking perspective that suggests practical ways to rebuild trust and skills through work-based learning (Murray, 2026). It draws on established university–industry collaborations to show how employer involvement in mentoring and co-curricular activities enhances student employability, helps form professional identities, and develops talent pipelines. The article presents employer participation as a strategic investment and a form of social value creation. This positive conclusion emphasises collaborative models that connect educational success with industry demands.This issue’s articles align with several UN SDGs. SDG 9 (Industry, Innovation, Infrastructure) is evident in discussions on intelligent environments, digital adoption, collaboration, and performance measurement. SDG 8 (Decent Work, Economic Growth) is addressed through analysis of service quality, skills shortages, and workforce resilience amid policy disruption. SDG 4 (Quality Education) is promoted through models of work-integrated learning and employer engagement that enhance education-to-employment pathways. SDG 16 (Peace, Justice, Strong Institutions) underpins these goals, highlighted by a focus on adjudication, governance, and trust-based institutional arrangements for fair and transparent construction systems. Taken together, the articles in this issue demonstrate that trust is not a soft or peripheral concern but a central organising principle for effective management, procurement, and legal practice in construction. Whether manifested through governance clarity, commercial arrangements, performance measurement, organisational practice, or workforce development, trust shapes the industry’s capacity to adapt and deliver value in an increasingly complex environment.As a CIB-partner journal, Management, Procurement and Law continues to provide a platform for research that bridges policy, practice, and scholarship. This issue invites readers to reflect on a critical question for the next phase of industry transformation.Happy reading!
Author: Fidelis Emuze
Institution: Texas State University
Language: English
Field: Decision Sciences
Domain: Social Sciences
Open Access status: bronze
OpenAlex ID: W7128452151