This paper presents the development of a conceptual model of construction partnering. This model aims at exploring the relationship between two types of partnering (project and strategic) by studying the key factors that affect the partnering process stages. It also helps to determine the critical success factors (CSFs) of the two types of partnering. The paper commences by reviewing the literature on project and strategic partnering to develop the conceptual model. A survey was conducted to test the model. Results indicate that there are some critical factors (i.e. top management support, mutual trust, open communication, and effective co-ordination) affecting both types of partnering, while some are specific to project (i.e. facilitator) or strategic partnering (i.e. long-term commitment, continuous improvement, learning climate, and partnering experience). Practical implications are given to advise how to facilitate the implementation of partnering. Future research directions are also given to suggest how to improve our understanding of the concept of partnering. Copyright © 2001 MCB UP Limited.
|Journal||Engineering, Construction and Architectural Management|
|Publication status||Published - 2001|
Top management support
Critical success factors
CitationCheng, E. W. L., & Li, H. (2001). Development of a conceptual model of construction partnering. Engineering, Construction and Architectural Management, 8(4), 292-303. doi: 10.1108/eb021190
- Critical success factor