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Frederiksen, N and Gottlieb, S C (2020) From Partnership to Firm: Hybridity as Source of Routine Change. In: Scott, L and Neilson, C J (Eds.), Proceedings 36th Annual ARCOM Conference, 7-8 September 2020, UK, Association of Researchers in Construction Management, 55-64.

• Type: Conference Proceedings
• Keywords: hybridity, knowledge, organisational learning, programme, routine, strategic partnership
• ISBN/ISSN: 978-0-9955463-3-2
• URL: http://www.arcom.ac.uk/-docs/proceedings/7e7cbc9fcd6966b6e41f4a9cfcf72ff0.pdf
• Abstract:
  

  Strategic partnerships have recently gained foothold in the Danish construction industry as a novel collaborative form between client organisations and a group of AEC firms. Strategic partnerships have been used in major construction programmes and can be seen as temporary hybrid organisations that combine institutional logics and integrate distinct organisational capabilities and resources for the benefit of the programme. Previous research has examined opportunities and challenges internally in hybrid organisations. Less attention has, however, been devoted to examining the relation between hybrid organisations and their constituent companies, and the company-specific consequences of engaging in hybrid organisations. The aim of the paper is to explore how hybrid organisations can spur organisational changes and innovations in individual companies. Empirically, we draw on data from a strategic partnership between the City of Copenhagen’s client organisation, ByK, and a group of six AEC firms that constitutes the consortium named TRUST. The strategic partnership is tendered under a four-year framework agreement and tasked with a major construction programme of approximately 40 projects. Data is collected over a period of three years and consists of 22 interviews describing developments in the strategic partnership and in the engaging companies. In the analysis, we apply an institutional theory perspective in a parallel analysis of the developments in the strategic partnership and internally in two of the engaged parties (the client and the contractor). We show that the strategic partnership produce knowledge that in turn are transposed by the individual companies leading to company-specific changes and innovations such as establishment of new departments, redefined requirements for employees’ competences, and development of calculation concepts. As such, the paper contributes to an understanding of how client organisations and AEC firms can use strategic partnerships and related hybrid activities as an interorganisational enabler for changes and innovations in construction.