Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 1 results ...

Bresnen, M and Marshall, N (1998) Partnering strategies and organizational cultures in the construction industry. In: Hughes, W (Ed.), Proceedings 14th Annual ARCOM Conference, 9-11 September 1998, Reading, UK. Association of Researchers in Construction Management, Vol. 2, 465–76.

  • Type: Conference Proceedings
  • Keywords: partnering; clients; culture
  • ISBN/ISSN: 0 9534161 0 0
  • URL: http://www.arcom.ac.uk/-docs/proceedings/ar1998-465-476_Bresnen_and_Marshall.pdf
  • Abstract:
    In the 1990s, partnering and related forms (e.g. ‘alliancing’) have been proffered as a new, alternative paradigm for the development of relationships between clients and members of the project team in which collaboration becomes the dominant leitmotif. Proselytizers of partnering, however, often fail to address a number of crucial questions about the relationship between forms of collaborative contracting and the economic and organizational contexts in which these occur. Based upon data obtained from case studies of medium to large scale construction projects undertaken by ‘experienced’ clients in a range of sectors (offshore, process plant, civil engineering and building), this paper aims to throw further light upon the coherence of partnering as a strategy and the economic and organizational (particularly cultural) factors that encourage or inhibit a partnering approach. The findings reported here suggest important differences between the rhetoric and reality of partnering that revolve around the effects of institutional and organizational factors and processes.