Solving the Two-Stage Design Interest Paradox Between Chinese EPC Project Owners and General Contractors: A Case Study

In recent years, China has vigorously promoted the EPC mode in the construction industry. However, under the weak trust environment of China’s construction industry, both owners and general contractors are involved in the design stage of EPC projects. Owing to conflicting interests in the design stage, there is a two-stage design interest paradox between the owners and general contractors of Chinese EPC projects, and this causes significant difficulties and challenges for project implementation. To resolve this paradox, this study proposes the “DART-PDCA” design management model by integrating value co-creation theory with the PDCA cycle. Applied to the Yuzhou High-speed Rail Station Square and Related Infrastructure PPP Project and the extended case, the model demonstrates how it resolves the paradox by (1) establishing structured dialogue platforms for aligning evolving design intentions, (2) enhancing information access and transparency through agreed protocols, and (3) facilitating dynamic risk assessment and allocation mechanisms. The results confirm that (1) the two-stage design interest paradox negatively impacts design management quality in China’s low-trust environment; and (2) the “DART-PDCA” design management model effectively resolves this paradox, leading to demonstrable improvements in design management quality, efficiency, and stakeholder alignment. This research forges novel interdisciplinary linkages among owner–general contractor relationships, design management, and EPC projects, providing critical insights into managing multi-organizational dynamics in complex EPC project environments.