Abstract
Relational partnership is one of the most widely used procurement mechanisms for construction projects. While the relational procurement is based on principles of contracting parties being cohesive and committed to work with an agreed project outcome, what really drives the success of a good relationship among the parties and the underlying factors are difficult to ascertain. Among many factors highlighted by researchers, the three widely known significant factors are communication, trust and confidence and joint risk management. Based on an empirical study in Australian construction industry, a comprehensive investigation was undertaken by the author to analyse these factors further and thereby to understand the impacts on the success of relational partnerships in construction projects. The results of the investigation identified communication as the single most influencing factor impacting relational partnering success. While the trust and confidence were found to be mutually inclusive for effective communication, both the factors have direct influence on developing capability for joint risk management within the partnering organisations.
Keywords
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Bresnen M, Marshal, N (2000) Partnering in construction: a critical review of issues, problems and dilemmas. Constr Manag Econ 18:229–237
Chan APC (2001) Time-cost relationship of public sector projects in Malaysia. Int J Proj Manag 19:223
Cheung SO, Ng TST, Wong SP, Suen HCH (2003) Behavioral aspects in construction partnering. Int J Proj Manag 21:333
DTF DOTAF (2006) Project alliancing practitioners guide. Victorian Department of Treasury and Finance, April
Doloi H (2009) Relational partnerships: the importance of communication, trust and confidence and joint risk management in achieving project success. Constr Manag Econ 27(1):1099–1109
Halman JIM, Braks BFM (1999) Project alliancing in the offshore industry. Int J Proj Manag 17:71
Jin XH, Doloi H, Gao SY (2007) Relationship-based determinants of building project performance in China. Constr Manag Econ 25:297–304
Jones D (2001) Keeping the options open: alliancing and other forms of relationship contracting with government. Build Constr Law 17:153–163
Kwan AY, Ofori G (2001) Chinese culture and successful implementation of partnering in Singapore’s construction industry. Constr Manag Econ 19:619–632
Molenaar K, Washington S, Diekmann J (2000) Structural equation model of construction contract dispute potential. J Constr Eng M ASCE 126:268
Naoum S (2003) An overview into the concept of partnering. Int J Proj Manag 21:71
Ngowi AB (2007) The role of trustworthiness in the formation and governance of construction alliances. Build Environ 42:1828
Phua FTT (2006) When is construction partnering likely to happen? An empirical examination of the role of institutional norms. Constr Manag and Econ 24:615–624
Rahman MM, Kumaraswamy MM (2002) Joint risk management through transactionally efficient relational contracting. Constr Manag Econ 20:45–54
Rahman MM, Kumaraswamy MM (2005) Assembling integrated project teams for joint risk management. Constr Manag and Econ 23:365–375
Ross J (2006) Project alliancing practioners’ guide. Department of Treasury and Finance, State of Victorian, pp 1–150
Smyth H, Edkins A (2007) Relationship managment in the management of PFI/PPP Projects in the UK. Int J Proj Manag 25:232–240
Walker DHT, Shen YJ (2002) Project understanding, planning, flexibility of management action and construction time performance: two Australian case studies. Constr Manag Econ 20:31–44
Williams RG, Lilley MM (1993) Partner selection for joint-venture agreements. Int J Proj Manag 11:233
Wong PSP, Cheung SO (2005) Structural equation model of trust and partnering success. J Manag Eng 21:70
Wong SPP, Cheung SO (2004) Trust in construction partnering: views from parties of the partnering dance. Int J Proj Manag 22:437
Wood GD, Ellis RCT (2005) Main contractor experiences of partnering relationships on UK construction projects. Constr Manag Econ 23:317–325
Acknowledgements
Some of the materials in this chapter have been taken from the following published work with appropriate permission for reprint from the publisher, Taylor & Francis Ltd. No further reprint is permitted without written consents of the author and the publisher.
Doloi (2009), Relational Partnerships: the importance of communication, trust and confidence and joint risk management in achieving project success. Construction Management and Economics, 27(1):1099–1109.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Doloi, H. (2015). Key Factors of Relational Partnerships in Project Management. In: Schwindt, C., Zimmermann, J. (eds) Handbook on Project Management and Scheduling Vol. 2. International Handbooks on Information Systems. Springer, Cham. https://doi.org/10.1007/978-3-319-05915-0_16
Download citation
DOI: https://doi.org/10.1007/978-3-319-05915-0_16
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-05914-3
Online ISBN: 978-3-319-05915-0
eBook Packages: Business and EconomicsBusiness and Management (R0)