Partnering in construction: a critical review of issues, problems and dilemmas

Bresnen, Mike; Marshall, Nicholas

doi:10.1080/014461900370852

Cited by 443 publications

(353 citation statements)

References 11 publications

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“…Further, if PM is a mode of organizing projects as temporary undertakings, this parallels partnering as a mode of organizing collaborative supply-chain activities, both temporary and permanent (Brady and Söderlund, 2008;Bresnen and Marshall, 2000). Using the analogy of a football club as a multi-level organization where every game of football is a different project that can be planned to a greater or lesser degree, a modes of organizing and learning (MOL) approach for projects and PM can be viewed like concentric circles around the inner circle of football games, or projects, as temporary undertakings.…”

Section: Projects As Modes Of Organizing and Learning For Temporary Umentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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In contrast to traditional projects, which are assumed to be fully specified and then executed with little learning anticipated, complex projects cannot be fully specified at the outset and require continuous learning over their life cycles. Nevertheless, the key role of knowledge formation and learning in managing complex projects is under-developed for expanding project capability boundaries to include knowledge uncertainty and indeterminacy.Drawing inspiration from Karl Weick's enactivist ideas and an empirical study of two organizations that developed project capability for complex projects, the paper develops an integrated view of projects and project management that is grounded in problem solving learning and organizing.More specifically, a project is reconceptualised as 'a mode of organizing to accomplish a temporary undertaking' with intrinsic learning. This perspective views complex projects under knowledge uncertainty as learning organizations, with implications for project management theory and practice.

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Section: Projects As Modes Of Organizing and Learning For Temporary Umentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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“…governments and large clients, who are concerned that the construction industry as a whole is too adversarial and therefore needs to change, the goal extends beyond the needs of a single project to an effort to catalyze a cultural transformation. But some question how, if at all, partnering can transform the culture of construction (e.g., Bresnen and Marshall, 2000b;Fisher and Green, 2001). One of the major arguments is that behavioral change is not necessarily due to or indicative of a cultural transformation.…”

Section: Industry Level Cultural Transformationmentioning

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%

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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“…The case company did not, however, engage with Lean Construction until the fall of 2002, because other strategic efforts, especially partnering were preferred (Partnering as described in Bresnen and Marshall, 2000).…”

Section: The Dk Casementioning

confidence: 99%