Abstracts – Browse Results
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Bai, Y, Kim, S H and Burkett, W R (2007) Enhancing the capability of rapid bridge replacement after extreme events. Engineering, Construction and Architectural Management, 14(04), 375–86.
Cameron, I, Gillan, G and Duff, A R (2007) Issues in the selection of fall prevention and arrest equipment. Engineering, Construction and Architectural Management, 14(04), 363–74.
Eriksson, P E and Laan, A (2007) Procurement effects on trust and control in client-contractor relationships. Engineering, Construction and Architectural Management, 14(04), 387–99.
Fernie, S and Thorpe, A (2007) Exploring change in construction: supply chain management. Engineering, Construction and Architectural Management, 14(04), 319–33.
Jones, K and Kaluarachchi, Y (2007) Operational factors affecting strategic partnering in UK social housing. Engineering, Construction and Architectural Management, 14(04), 334–45.
- Type: Journal Article
- Keywords: Construction industry; Housing; Partnership; United Kingdom
- ISBN/ISSN: 0969-9988
- URL: http://www.emeraldinsight.com/10.1108/09699980710760658
- Abstract:
Purpose – This paper seeks to report the findings of a research project that observed and monitored the performance of a four-year strategic partnering agreement between a consortium of Registered Social Landlords (AMPHION) and their contracting partner as they procured approximately 800 new houses, across 33 separate development projects. Design/methodology/approach – The research project used a combination of in-depth case studies (of individual housing projects and the relationship between the client group and their main contractor) supplemented by quantitative measures of project performance (Key Performance Indicators) and integrated workshops to study the operational factors that affected the success of the partnering initiative. Findings – The paper concludes that failures to manage expectations within and between partners undermined confidence and trust in the partnering process. Research limitations/implications – Whilst strategic partnering within the UK social housing sector was immature at the time of the study, the lessons learned have implications for other organisations considering strategic partnering relationships. Originality/value – Evidence is provided from a long-term study of strategic partnering which explores the dynamic nature of strategic partnering and its impact on success. Very few studies have addressed this issue.
Ling, F and Lim, H L (2007) Foreign firms' financial and economic risk in China. Engineering, Construction and Architectural Management, 14(04), 346–62.