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Atkinson, A R and Westall, R (2010) The relationship between integrated design and construction and safety on construction projects. Construction Management and Economics, 28(09), 17.

Balatbat, M C A, Lin, C-y and Carmichael, D G (2010) Comparative performance of publicly listed construction companies: Australian evidence. Construction Management and Economics, 28(09), 32.

Bowen, P, Cattell, K, Edwards, P J and Marks, J (2010) Perceptions of HIV/AIDS policies and treatment programmes by Western Cape construction firms. Construction Management and Economics, 28(09), 1006.

Chiang, Y-H and Cheng, E W L (2010) Construction loans and industry development: the case of Hong Kong. Construction Management and Economics, 28(09), 69.

Eriksson, P E (2010) Partnering: what is it, when should it be used, and how should it be implemented?. Construction Management and Economics, 28(09), 17.

  • Type: Journal Article
  • Keywords: partnering; procurement; cooperation; governance; case study
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190903536422
  • Abstract:
    The interest in construction partnering has increased during the last decade. Much research has, however, found that cooperation and its benefits are not easily obtained, partly due to a lack of understanding of the partnering concept and when and how to implement it. The aim is therefore to increase this understanding by investigating three research questions: (1) What is partnering? (2) When should partnering be used and to what extent? (3) How should partnering be implemented? A thorough literature review and four case studies are utilized to develop a definition of partnering and discuss when and how partnering should be implemented through cooperative procurement procedures. Partnering is defined as a cooperative governance form that is based on core and optional cooperative procurement procedures to such an extent that cooperation-based coopetition is facilitated. Mandatory core procedures are: soft parameters in bid evaluation, compensation form based on open books, and usage of the core collaborative tools start-up workshop, joint objectives, follow-up workshops, teambuilding, and conflict resolution techniques. Complementary optional procedures are: early involvement of contractors in concurrent engineering, limited bid invitation, joint selection and involvement of subcontractors in broad partnering teams, collaborative contractual clauses, incentives based on group performance, usage of complementary collaborative tools (e.g. partnering questionnaire, facilitator, joint risk management, joint project office, and joint IT tools), and increased focus on contractors’ self-control.

Huang, Y-l and Lin, W (2010) Does debt structure matter? Estimating contractor default barrier by the down-and-out call option approach. Construction Management and Economics, 28(09), 58.

Jones, T, Shan, Y and Goodrum, P M (2010) An investigation of corporate approaches to sustainability in the US engineering and construction industry. Construction Management and Economics, 28(09), 83.

Lehtonen, J L and Kiiras, J M (2010) Cost modelling in underpinning projects. Construction Management and Economics, 28(09), 95.

Li, Y and Liu, C (2010) Malmquist indices of total factor productivity changes in the Australian construction industry. Construction Management and Economics, 28(09), 45.