This research explores maturity in relational contracting of infrastructure projects. Early traditional contracts have been mostly transactional with a focus on price. Due to a shift in project characteristics caused by the increased need for maintenance projects, the focus of the contracts changed. Projects became more complex and had a longer duration. Therefore, collaboration was sought with the market with an emphasis on relationships, trust, and shared objectives in the form of a relational contract.
The aim of this study is to design a framework capable of measuring maturity in relational contracts specifically for project teams. The methodology involved a literature review that first identified the components of a relational contract: collaboration, embedded social norms, relational risk allocation, and relational project administration. Furthermore, maturity models were analysed to establish a maturity scale, with the MMGP Prado model serving as key inspiration due to its focus on operational functioning within project teams. To provide practical substance to the framework, interviews were conducted with project members, including both client and contractor sides, who practiced in a relational contract.
The findings indicate that higher maturity levels are characterized by shared interests, transparency, trust, and joint decision-making. Conversely, lower levels are marked by individualistic approaches and limited collaboration. The data retrieved from practitioners refined the framework into a maturity matrix organized around three main components: Relational Project Administration, Distribution and integration of goals and interests, and Embedded social norms.
This research provides a tool that helps in indicating the maturity of a relational contract. Theoretically, it contributes by integrating relational contracting into maturity thinking. Providing a first step in developing a maturity model for relational contracting.