000			01712naa a2200217uu 4500
001			7376
003			OSt
005			20190211154244.0
008			020930s2005 xx ||||gr |0|| 0 eng d
100	1		_aBRESNEN, Mike _91454
245	1	0	_aThe engineering or evolution of co-operation? A tale of two partnering projects
260			_c2002
520	3		_aAccounts 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
650		4	_aConstrução _916895
650		4	_aParceria _913415
700	1		_aMARSHALL, Nick _916896
773	0	8	_tInternational Journal of Project Management _g20, 7, p. 497-505 _d, 2002 _w
942			_cS
998			_a20020930 _bLucima _cLucimara
998			_a20140821 _b1004^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7529 _d7529
041			_aeng