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Partnering: what is it, when should it be used, and how should it be implemented?

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  • Per Erik Eriksson

Abstract

The interest in construction partnering has increased during the last decade. Much research has, however, found that cooperation and its benefits are not easily obtained, partly due to a lack of understanding of the partnering concept and when and how to implement it. The aim is therefore to increase this understanding by investigating three research questions: (1) What is partnering? (2) When should partnering be used and to what extent? (3) How should partnering be implemented? A thorough literature review and four case studies are utilized to develop a definition of partnering and discuss when and how partnering should be implemented through cooperative procurement procedures. Partnering is defined as a cooperative governance form that is based on core and optional cooperative procurement procedures to such an extent that cooperation-based coopetition is facilitated. Mandatory core procedures are: soft parameters in bid evaluation, compensation form based on open books, and usage of the core collaborative tools start-up workshop, joint objectives, follow-up workshops, teambuilding, and conflict resolution techniques. Complementary optional procedures are: early involvement of contractors in concurrent engineering, limited bid invitation, joint selection and involvement of subcontractors in broad partnering teams, collaborative contractual clauses, incentives based on group performance, usage of complementary collaborative tools (e.g. partnering questionnaire, facilitator, joint risk management, joint project office, and joint IT tools), and increased focus on contractors' self-control.

Suggested Citation

  • Per Erik Eriksson, 2010. "Partnering: what is it, when should it be used, and how should it be implemented?," Construction Management and Economics, Taylor & Francis Journals, vol. 28(9), pages 905-917.
    • Handle: RePEc:taf:conmgt:v:28:y:2010:i:9:p:905-917
    DOI: 10.1080/01446190903536422
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    References listed on IDEAS

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    1. Geoffrey Briscoe & Andrew Dainty & Sarah Millett & Richard Neale, 2004. "Client-led strategies for construction supply chain improvement," Construction Management and Economics, Taylor & Francis Journals, vol. 22(2), pages 193-201.
    2. Mike Bresnen & Nick Marshall, 2000. "Building partnerships: case studies of client-contractor collaboration in the UK construction industry," Construction Management and Economics, Taylor & Francis Journals, vol. 18(7), pages 819-832.
    3. Andrew Dainty & Geoffrey Briscoe & Sarah Millett, 2001. "Subcontractor perspectives on supply chain alliances," Construction Management and Economics, Taylor & Francis Journals, vol. 19(8), pages 841-848.
    4. Mike Bresnen & Nick Marshall, 2000. "Partnering in construction: a critical review of issues, problems and dilemmas," Construction Management and Economics, Taylor & Francis Journals, vol. 18(2), pages 229-237.
    5. Per Erik Eriksson & Ossi Pesamaa, 2007. "Modelling procurement effects on cooperation," Construction Management and Economics, Taylor & Francis Journals, vol. 25(8), pages 893-901.
    6. Albert Chan & Daniel Chan & Kathy Ho, 2003. "An empirical study of the benefits of construction partnering in Hong Kong," Construction Management and Economics, Taylor & Francis Journals, vol. 21(5), pages 523-533.
    7. Mike Bresnen & Nick Marshall, 2000. "Motivation, commitment and the use of incentives in partnerships and alliances," Construction Management and Economics, Taylor & Francis Journals, vol. 18(5), pages 587-598.
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    Cited by:

    1. Borg, Lena & Lind, Hans, 2014. "Framework for Structuring Procurement Contracts," Working Paper Series 14/9, Royal Institute of Technology, Department of Real Estate and Construction Management & Banking and Finance.
    2. Deep Shumank & Simon Laura & Rahimzadeh Ali & Al-Hamdani Sulala & Asim Mohd, 2018. "An Analytical Study of Critical Factors Affecting Contractor Efficiency in Construction Projects in Indian Scenario," Organization, Technology and Management in Construction, Sciendo, vol. 10(1), pages 1794-1802, October.
    3. Yongcheng Fu & Yongqiang Chen & Shuibo Zhang & Wenqian Wang, 2015. "Promoting cooperation in construction projects: an integrated approach of contractual incentive and trust," Construction Management and Economics, Taylor & Francis Journals, vol. 33(8), pages 653-670, August.
    4. Elin Marianne Smith & Anna Thomasson, 2018. "The Use of the Partnering Concept for Public–Private Collaboration: How Well Does it Really Work?," Public Organization Review, Springer, vol. 18(2), pages 191-206, June.
    5. Dorn, Stefanie & Schweiger, Bastian & Albers, Sascha, 2016. "Levels, phases and themes of coopetition: A systematic literature review and research agenda," European Management Journal, Elsevier, vol. 34(5), pages 484-500.
    6. Stefan Olsson & Tove Malmqvist & Mauritz Glaumann, 2015. "Managing Sustainability Aspects in Renovation Processes: Interview Study and Outline of a Process Model," Sustainability, MDPI, vol. 7(6), pages 1-17, May.
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