An overview into the concept of partnering

Naoum, Shamil G.

doi:10.1016/s0263-7863(01)00059-x

Cited by 167 publications

(129 citation statements)

References 3 publications

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“…The alliance agreement is drawn up as an overarching legal agreement (Halman and Braks, 1999;Barlow, 2000;Naoum, 2003) or constitutes the sole contract (Hauck et al, 2004;Rowlinson et al, 2006), which binds the parties to agreed targets, risk sharing and reward mechanisms. In the former arrangement, the underlying individual traditional contracts between the client and the suppliers gives the client the option of continuing the project conventionally should the alliance agreement fail (Halman and Braks, 1999;Barlow, 2000).…”

Section: Team Incentivesmentioning

confidence: 99%

“…However, several issues raise serious difficulties with the uptake of, understanding of, approach to, and implementation of, partnering within and across different national and organizational settings (Loraine, 1994;Green, 1999;Uher, 1999;Bresnen and Marshall, 2000a;Bresnen and Marshall, 2000b;Li et al, 2000;Fisher and Green, 2001;Bresnen and Marshall, 2002;Naoum, 2003). In time, research has shed light on some of the contentious issues surrounding the concept of partnering.…”

Section: Introductionmentioning

confidence: 99%

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Conceptual Model of Partnering and Alliancing

Anvuur

Kumaraswamy

2007

J. Constr. Eng. Manage.

123

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This item was submitted to Loughborough's Institutional Repository (https://dspace.lboro.ac.uk/) by the author and is made available under the following Creative Commons Licence conditions.For the full text of this licence, please go to: http://creativecommons.org/licenses/by-nc-nd/2.5/ Conceptual model of partnering and alliancing 1Aaron M. Anvuur and Mohan M. Kumaraswamy, M.ASCE Partnering as a concept has matured in its application and many empirical studies provide evidence of its impact on project performance beyond the rather prescriptive and anecdotal claims of earlier cookbooks on the subject. What has remained elusive, however, is a guiding theory on partnering. Drawing on the literature, partnering is explained within the framework of intergroup contact theory and teamwork in organizations. More specifically, partnering has the potential to create the essential conditions for optimal intergroup contact and hence, to reduce bias and increase cooperation among construction project workgroups and, consequently, IntroductionOver the last decade, partnering has gained considerable popularity. However, several issues raise serious difficulties with the uptake of, understanding of, approach to, and implementation of, partnering within and across different national and organizational settings (Loraine, 1994;Green, 1999;Uher, 1999;Bresnen and Marshall, 2000a;Bresnen and Marshall, 2000b;Li et al., 2000;Fisher and Green, 2001;Bresnen and Marshall, 2002;Naoum, 2003). In time, research has shed light on some of the contentious issues surrounding the concept of partnering. A number of empirical studies (e.g., Weston and Gibson, 1993;Larson, 1995;Gransberg et al., 1999) and a plethora of anecdotal evidence support the espoused benefits of partnering. Research highlights the usefulness and benefits of extending the practice of partnering down the entire supply and value chain to include subcontractors (e.g., Mathews et al., 1996;Love, 1997;Kale and Arditi, 2001;Miller et al., 2002;Sze et al., 2003). Partnering forms of contract (e.g., PPC 2000) attempt to prescribe and govern the behavior and relationships of contracting parties. While the legal status of such express good faith clauses has been questioned and their full practical import is yet unknown (see Cornes, 1996;Cox and Thompson, 1996), these attempts demonstrate a bold commitment to overcome the legal obstacles to the wider adoption of partnering. Some research has considered the potential impact of different cultural and national contexts on partnering performance (e.g., Kwan and Ofori, 2001;Liu and Fellows, 2001;Koraltan and Dikbas, 2002). With 'success stories' of partnering emerging from diverse cultural settings (e.g., Bennett and Baird, 2001;Bayliss et al., 2004;Chan, Chan, Fan et al., 2004), the general view is that partnering is by no means exclusive to any country, continent or culture. 3However, partnering still lacks conceptual-definitional specificity. Partnering is variously defined by its outcomes or the processes involved in its implementation...

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Section: Team Incentivesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Conceptual Model of Partnering and Alliancing

Anvuur

Kumaraswamy

2007

J. Constr. Eng. Manage.

123

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“…Private-public partnerships (PPP) originate when two or more organizations in the public or private sector start a new cooperative relationship based on mutual trust, rather than being characterized by a hierarchical structure [1]. This organization is preceded by a number of positive connotations, such as a PPP being considered as a tool that "creates synergies" [2], that develops and strengthens competences [3], that creates alliances between various actors [4,5], and allows voluntary cooperation for financing and project management in many sectors [6][7][8].…”

Section: Introductionmentioning

confidence: 99%

Private–Public Partnership as a Tool to Promote Entrepreneurship for Sustainable Development: WWP Torrearte Experience

2016

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Abstract:There is growing interest in the ability of both private-public partnerships and entrepreneurship to promote sustainable rural development. This research outlines the historical chronology and the importance of the PPP (Private Public Partnership) for rural entrepreneurship; the complexity of PPP management dimensions is also analyzed. In addition, this research is based on an empiric study of a PPP for entrepreneurship in sustainable development in the North Highland of Madrid's community, with more than 20 years of experience. This PPP is managed according to the Working With People (WWP) model, which is for the management of complex projects in the sustainable rural development field, and aims to promote the development of competences amongst the parties involved. The results show the positive effects in terms of entrepreneurship's competences for sustainable rural development and the parties involved who create the PPP management model for entrepreneurship and the Torrearte Project.

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“…Black et al, 2000;Cheng and Li, 2004). However, even after two decades of research, partnering still appears to be an elusive concept without clearly attributable effects on project performance (Naoum, 2003;Nyström, 2008) and problems of implementing it in construction practice (Ng et al, 2002;Chan et al, 2003). It still remains unclear how partnering can arise in an industry that has shown professional and organizational fragmentation and is unfamiliar with co-configured, collaborative ways of working.…”

Section: Introductionmentioning

confidence: 99%

The emergence of partnering in construction practice: an activity theory perspective

Hartmann¹,

Bresnen²

2011

Engineering Project Organization Journal

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Over the last decades, interest has increased enormously in collaborative arrangements subsumed under the term partnering. Recent critics have stated that prescriptive approaches dominate the discussion on partnering in construction. There is a lack of multiple perspectives on the partnering phenomenon including its economic, social, organizational and institutional contexts. Taking this criticism as a starting point, the collaborative practice in a road maintenance contract is investigated from an activity theory perspective. The research findings show that partnering is transient and transformative in nature and that its emergence depends on the individual, organizational and activity-related circumstances of social interaction. The need for a collaborative relationship particularly contradicts and challenges the behaviour and working style that individuals had internalized and been used to. Hence, partnering development is not only a matter of learning new knowledge and adjusting existing working processes. It also requires discarding old routines and behaviour and overcoming vicious circles of reinforcing perceptions.

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An overview into the concept of partnering

Cited by 167 publications

References 3 publications

Conceptual Model of Partnering and Alliancing

Conceptual Model of Partnering and Alliancing

Private–Public Partnership as a Tool to Promote Entrepreneurship for Sustainable Development: WWP Torrearte Experience

The emergence of partnering in construction practice: an activity theory perspective

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