Problematic issues associated with project partnering — the contractor perspective

Ng, S. Thomas; Rose, Timothy; Mak, Michael Y.; Chen, Swee Eng

doi:10.1016/s0263-7863(01)00025-4

Cited by 176 publications

(153 citation statements)

References 7 publications

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“…These include industry sponsored research into partnering (e.g., CII, 1991;Bennett and Jayes, 1995;Lenard et al, 1996;Chan, Chan, Fan et al, 2004), as well as general research on partnering (e.g., Cook and Hancher, 1990;Larson and Drexler, 1997;Conley and Gregory, 1999;Black et al, 2000;Cheng et al, 2000;Glagola and Sheedy, 2002;Ng et al, 2002;Chan, Chan, Chiang et al, 2004;Fisher, 2004), alliancing (Barlow et al, 1997;Halman and Braks, 1999;Barlow, 2000;Hauck et al, 2004;Rowlinson et al, 2006) and relational 16 contracting (e.g., Hampson and Kwok, 1997;Davis, 1999;Rahman and Kumaraswamy, 2002). Many studies also highlight the roles of partnering as a team-building mechanism and as a catalyst for cultural change (e.g., Mosley et al, 1991;Moore et al, 1992;Abudayyeh, 1994;Albanese, 1994;Brown, 1994;Wilson Jr et al, 1995;Miles, 1996;Gardiner and Simmons, 1998;Winch, 2000;Nicolini, 2002;Beach et al, 2005).…”

Section: Validation Of Model Of Partneringmentioning

confidence: 99%

Conceptual Model of Partnering and Alliancing

Anvuur

Kumaraswamy

2007

J. Constr. Eng. Manage.

120

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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: Validation Of Model Of Partneringmentioning

confidence: 99%

Conceptual Model of Partnering and Alliancing

Anvuur

Kumaraswamy

2007

J. Constr. Eng. Manage.

120

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“…This echoes Ng et al's (2002) observation that collaborative working is often a fairweather activity; when profit margins tighten, clients and contractors revert to the more conventional practice of squeezing value from each stage and structure of the production process.…”

Section: Barriers To the Movement Away From Adversarialism And Towardmentioning

confidence: 74%

“…Crucially, they support the view that the institutional framework of the construction industry does little to encourage collaboration and the sharing of knowledge and information between organisational actors. In fact, its entrenched practices, institutional arrangements and incentive systems are at odds with such a mode of working and instead generate adversarialism, distrust and mutual exploitation (Cox and Ireland, 2002;Hughes and Maeda, 2002;Ng et al, 2002;Wood, 2005). Many organisations are firmly of the belief that the fundamental 'object' of working on a construction project is not to contribute to the completion of that project; rather, it is to ensure a profit at the expense of others.…”

Section: Barriers To the Movement Away From Adversarialism And Towardmentioning

confidence: 99%

Constructing learning: adversarial and collaborative working in the British construction industry

Bishop

Felstead

Fuller

et al. 2009

Journal of Education and Work

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“…O compartilhamento de informação de maneira franca, aberta, respeitosa e com confiança é a chave para uma comunicação eficiente e, consequentemente, para uma parceria de sucesso (NG et al, 2002). Beach, Webster e Campbell (2005) salientam que a comunicação em uma parceria é crucial para a compreensão das expectativas, atitudes e limitações das partes envolvidas.…”

Section: Figura 1 -Modelo Teórico De Confiançaunclassified

Modelo para formação de parcerias na construção civil

Krainer

Cataldi

et al. 2018

Ambient. constr.

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Resumopresente artigo tem por objetivo formular um modelo de avaliação da eficiência do relacionamento entre construtoras e fornecedores para a construção de parcerias na cadeia de suprimentos da construção civil. Foram pesquisadas, com adoção do método survey, 100 empresas brasileiras, 50 fornecedoras e 50 construtoras. Os dados foram analisados com a aplicação de técnicas multivariadas (cluster, análise fatorial, correlação de Spearman e regressão linear). O modelo desenvolvido nesta pesquisa explica, por meio da criação de um índice de eficiência composto por três fatores determinantes (confiança, relacionamento de longo prazo e compartilhamento de informações), as características do relacionamento interorganizacional na amostra pesquisada. Serve, portanto, de orientação diretiva para adoção de estratégias de formação de parcerias entre construtoras e fornecedores. Para melhorar os índices de eficiência do relacionamento construtora-fornecedor, os principais processos que precisam ser considerados quando da criação de estratégias de parcerias são: seleção e avaliação de desempenho de fornecedores e realização de reuniões conjuntas. Palavras

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Problematic issues associated with project partnering — the contractor perspective

Cited by 176 publications

References 7 publications

Conceptual Model of Partnering and Alliancing

Conceptual Model of Partnering and Alliancing

Constructing learning: adversarial and collaborative working in the British construction industry

Modelo para formação de parcerias na construção civil

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