The engineering or evolution of co-operation? A tale of two partnering projects
By: BRESNEN, Mike
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Contributor(s): MARSHALL, Nick.
Material type: 
ArticlePublisher: 2002Subject(s): Construção | ParceriaInternational Journal of Project Management 20, 7, p. 497-505Abstract: Accounts of the development of partnering in constructin often stress the importance of formal mechanisms for `engineering' collaboration and underplay the impact of social dynamics on the development of the relationship. Drawing upon case study evidence from two very different partnering projects, this paper examines the ways in which the nature and quality of relationships between client and contractor depend upon a complex and dynamic interplay of formal integrative mechanisms and nformal social processes. The paper draws out a number of key implication for understanding partnering in practice. First, that attributing project sucess (or failure) to partnering s by no means a straightforward exercise. Second, that there is no one strategy or template for effective partnering. Third, that partnering is a dynamic process, invoving short-term learning and mutual adjustment. Fourth, that wider organisatioal structures and cutures often have an impact upon partnering relatinships. Finally, that partnering does not necessarily resolve project problems at source
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Accounts of the development of partnering in constructin often stress the importance of formal mechanisms for `engineering' collaboration and underplay the impact of social dynamics on the development of the relationship. Drawing upon case study evidence from two very different partnering projects, this paper examines the ways in which the nature and quality of relationships between client and contractor depend upon a complex and dynamic interplay of formal integrative mechanisms and nformal social processes. The paper draws out a number of key implication for understanding partnering in practice. First, that attributing project sucess (or failure) to partnering s by no means a straightforward exercise. Second, that there is no one strategy or template for effective partnering. Third, that partnering is a dynamic process, invoving short-term learning and mutual adjustment. Fourth, that wider organisatioal structures and cutures often have an impact upon partnering relatinships. Finally, that partnering does not necessarily resolve project problems at source
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