Conceptual Model of Partnering and Alliancing
Publication: Journal of Construction Engineering and Management
Volume 133, Issue 3
Abstract
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, favorably impact on project performance. Demonstrating a close fit with the published literature on partnering provides useful support for the proposed model. The model can clearly help project managers to focus their attention on the necessary aspects of workgroup processes that lead to high cooperation and performance.
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Acknowledgments
Grant No. HKU/7011/02E from the Hong Kong Research Grants Council is gratefully acknowledged for facilitating the research reported here. Two anonymous reviewers contributed to the clarity and exposition of the arguments in this paper.
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Journal of Construction Engineering and Management
Volume 133 • Issue 3 • March 2007
Pages: 225 - 234
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© 2007 ASCE.
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Received: May 4, 2006
Accepted: Dec 5, 2006
Published online: Mar 1, 2007
Published in print: Mar 2007
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