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Abdul-Hadi, N, Al-Sudairi, A and Alqahtani, S (2005) Prioritizing barriers to successful business process re-engineering (BPR) efforts in Saudi Arabian construction industry. Construction Management and Economics, 23(03), 305-15.
Chan, S L and Park, M (2005) Project cost estimation using principal component regression. Construction Management and Economics, 23(03), 295-304.
Dainty, A R J, Bryman, A, Price, A D F, Greasley, K, Soetanto, R and King, N (2005) Project affinity: the role of emotional attachment in construction projects. Construction Management and Economics, 23(03), 241i4.
Hsieh, H H Y (2005) The 1990s Taiwan residential construction boom: a supply side interpretation. Construction Management and Economics, 23(03), 265-84.
Koushki, P A, Al-Rashid, K and Kartam, N (2005) Delays and cost increases in the construction of private residential projects in Kuwait. Construction Management and Economics, 23(03), 285-94.
Lianyu, C and Tiong, R L K (2005) Minimum feasible tariff model for BOT water supply projects in Malaysia. Construction Management and Economics, 23(03), 255-63.
Spangenberg, S, Hannerz, H and Tüchsen, F (2005) Hospitalized injuries among bridge and tunnel construction workers. Construction Management and Economics, 23(03), 237–40.
Tam, C M, Tong, T K L, Lau, T C T and Chan, K K (2005) Selection of vertical formwork system by probabilistic neural networks models. Construction Management and Economics, 23(03), 245-54.
Wood, G D and Ellis, R C T (2005) Main contractor experiences of partnering relationships on UK construction projects. Construction Management and Economics, 23(03), 317-25.
- Type: Journal Article
- Keywords: partnering; commercial relationships; trust; procurement
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/0144619042000287714
- Abstract:
Partnering provides a major opportunity for improving project performance, whilst offering direct benefits to the whole of the supply chain. Many research studies reinforce this assertion although there is less critical analysis examining the nature of partnering in practice and whether the claims made for it are consistently justified. The experiences of commercial surveyors and managers within the UK construction industry have been gathered in a pilot study, drawing on the opinions of 48 commercial managers employed by a leading national contractor. The perceptions and experiences of partnering relationships are generally positive, although the early optimism at the beginning of such arrangements is seldom sustained throughout the project lifecycle. Attitudes to partnering are similar whether the relationship is upstream (client/main contractor) or downstream (main contractor/subcontractor). The growth in popularity of alternative procurement methods and statutory adjudication are both regarded as having placed contracting parties on a more equal footing. However in today’s competitive environment, contractors continue to operate on tight margins and, common to all project stakeholders, the financial imperative remains the commercial manager’s principal consideration. Trust is hard-earned and relationships are still characterised by a cost driven agenda.
Yu, W-D and Lo, S-S (2005) Time-dependent construction social costs model. Construction Management and Economics, 23(03), 327-37.