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[Virtual Presenter] Mbac602 · Research Methods Strategic Contract Management Capability as a Source of Competitive Advantage in E-P-C Organizations S-C-M-C Jefp San Juan Mapúa University in collaboration with Arizona State University.
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[Virtual Presenter] 02 — Introduction Epc Industry Challenges From Administration to Strategy 01 02 03 04 Contractual complexity across multi party, high value agreements Rising project costs and tightening margins Diverse stakeholders with competing interests Intensifying global and regional competition Strategic Contract Management Capability (S-C-M-C-) redefines contract management — no longer a back office administrative function, but a strategic capability that drives competitive advantage..
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[Audio] 03 — Literature Background Three Pillars of S-C-M-C Contract Learning Capability Contractual Governance Relational Governance Knowledge acquisition and continuous improvement across projects. Formal mechanisms ensuring compliance and clear risk allocation. Trust, collaboration, and shared norms between contracting parties. foundational THEORIES: Resource Based View · Dynamic Capability Theory · Transaction Cost Economics · Contract Governance Theory.
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[Audio] 04 — Research Gap Integration gap: governance, risk, and learning are studied in isolation — not as one higher order capability like S-C-M-C. What the Literature Misses Empirical gap: limited evidence linking S-C-M-C to competitive advantage specifically in E-P-C firms. risk Governance G-A-P Contextual gap: no validation yet within Philippine A-A-A-A contractor settings. S-C-M-C? Learning Studied In Isolation — The Integrating Piece Is Missing.
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[Audio] 05 — Research Objectives Four Aims of the Study 01 02 03 04 Examine how Contractual Governance, Relational Governance, and Contract Learning Capability influence S-C-M-C. Assess SCMC's impact on Project and Organizational Performance. Develop and validate the S-C-M-C framework. Test mediation effects using PLS-SEM methodology..
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[Audio] 06 — Research Design Quantitative, Cross Sectional Survey Approach: structured survey questionnaire Respondents: E-P-C professionals — contracts engineers and project managers Sampling: 200 respondents from (A-G&P) Industrial plus peers from other E-P-C firms Analysis tool: PLS-SEM total respondents, including 200 from (A-G&P) Industrial.
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[Audio] 07 — Measurement Model Constructs and Pathways Measured on a 5-point Likert scale Governance Plus Learning Contractual · Relational · Learning Outer layer — Drivers S-C-M-C Exogenous constructs: contractual and relational governance plus contract learning capability. Inner layer — S-C-M-C Performance The higher order capability that integrates every driver. Project · Organizational Core — Performance Endogenous outcomes: project and organizational performance..
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[Audio] 08 — Data Analysis Methods From Description to Inference Descriptive Inferential Pearson correlation among constructs Multiple regression for predictors of SCMC PLS-SEM for hypothesis testing Frequency distribution Weighted means 10000 bootstrap resamples to test mediation effects.
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[Audio] 09 — Ethical Considerations Voluntary participation — respondents may withdraw anytime Informed consent obtained before the survey Confidentiality and anonymity of all responses Compliance with data protection regulations Data used exclusively for academic purposes No disclosure of proprietary commercial information Research Built on Trust.
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[Audio] 10 — Limitations Boundaries of the Study Cross sectional design cannot track changes in capability or performance over time. Self reported data may be subject to response and common method bias. Focus on Philippine E-P-C firms limits generalizability to other markets. Qualitative insights are excluded from the purely quantitative approach..
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[Audio] SCMC: A Capability That Builds Advantage 11 — Conclusion Integrates governance, learning, and strategic planning into one higher order capability Rigorous validation through PLS-SEM Theoretical contribution integrating R-B-V--, D-C-T--, T-C-E--, and contract governance Managerial benefits that strengthen E-P-C firms' competitiveness SDG 9 SDG 16 Industry, innovation and infrastructure · Peace, justice and strong institutions Milestone 01 Milestone 02 Milestone 03 Practice SDG Alignment Theory Unifies R-B-V--, D-C-T--, T-C-E and contract governance theory. Managerial levers that sharpen E-P-C competitiveness. Advancing SDG 9 and SDG 16 through stronger institutions. Jefp San Juan · MBAC602 Research Methods · Mapúa University × Arizona State University.