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Practical difficulties encountered in attempting to implement a partnering approach

Research output: Contribution to journalArticleScientificpeer-review

Standard

Practical difficulties encountered in attempting to implement a partnering approach. / Aarseth, Wenche; Andersen, Bjørn; Ahola, Tuomas; Jergeas, George.

In: International Journal of Managing Projects in Business, Vol. 5, No. 2, 30.03.2012, p. 266-284.

Research output: Contribution to journalArticleScientificpeer-review

Harvard

Aarseth, W, Andersen, B, Ahola, T & Jergeas, G 2012, 'Practical difficulties encountered in attempting to implement a partnering approach', International Journal of Managing Projects in Business, vol. 5, no. 2, pp. 266-284. https://doi.org/10.1108/17538371211214941

APA

Aarseth, W., Andersen, B., Ahola, T., & Jergeas, G. (2012). Practical difficulties encountered in attempting to implement a partnering approach. International Journal of Managing Projects in Business, 5(2), 266-284. https://doi.org/10.1108/17538371211214941

Vancouver

Aarseth W, Andersen B, Ahola T, Jergeas G. Practical difficulties encountered in attempting to implement a partnering approach. International Journal of Managing Projects in Business. 2012 Mar 30;5(2):266-284. https://doi.org/10.1108/17538371211214941

Author

Aarseth, Wenche ; Andersen, Bjørn ; Ahola, Tuomas ; Jergeas, George. / Practical difficulties encountered in attempting to implement a partnering approach. In: International Journal of Managing Projects in Business. 2012 ; Vol. 5, No. 2. pp. 266-284.

Bibtex - Download

@article{6c0c00196c2743f08ef478985e2cf85e,
title = "Practical difficulties encountered in attempting to implement a partnering approach",
abstract = "Purpose – The purpose of this paper is to present practical difficulties in attempting to implement a partnering approach. Design/methodology/approach – The paper comprises empirical evidence from case studies in Norway and Canada and an extensive literature review on partnering. Findings – The authors identified a lack of shared understanding of key partnering concepts, missing initial effort to establish shared ground rules, communication difficulties in inter-organizational relationships and unclear (perceived) roles and responsibilities. In existing partnering literature, a large number of construction studies have identified conceptual partnering models. However, studies that describe partnering models to take these practical difficulties into account have not been found and the paper develops a practical model that outlines the phases of a typical partnering effort. Research limitations/implications – Partnering has both a legal/contractual side and a management/collaboration side. This paper looks at the management and collaboration aspects of partnering only. Practical implications – The paper will be a very useful source of information and advice for project managers who are attempting to implement partnering in projects. Originality/value – The paper presents organizational challenges and difficulties in attempting to implement partnering and a practical model which takes these difficulties into account.",
keywords = "Canada, Collaboration in projects, Conflict management, Norway, Organizations, Partnering model, Partnership, Project management, Stakeholder management, Stakeholders",
author = "Wenche Aarseth and Bj{\o}rn Andersen and Tuomas Ahola and George Jergeas",
year = "2012",
month = "3",
day = "30",
doi = "10.1108/17538371211214941",
language = "English",
volume = "5",
pages = "266--284",
journal = "International Journal of Managing Projects in Business",
issn = "1753-8378",
publisher = "Emerald",
number = "2",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Practical difficulties encountered in attempting to implement a partnering approach

AU - Aarseth, Wenche

AU - Andersen, Bjørn

AU - Ahola, Tuomas

AU - Jergeas, George

PY - 2012/3/30

Y1 - 2012/3/30

N2 - Purpose – The purpose of this paper is to present practical difficulties in attempting to implement a partnering approach. Design/methodology/approach – The paper comprises empirical evidence from case studies in Norway and Canada and an extensive literature review on partnering. Findings – The authors identified a lack of shared understanding of key partnering concepts, missing initial effort to establish shared ground rules, communication difficulties in inter-organizational relationships and unclear (perceived) roles and responsibilities. In existing partnering literature, a large number of construction studies have identified conceptual partnering models. However, studies that describe partnering models to take these practical difficulties into account have not been found and the paper develops a practical model that outlines the phases of a typical partnering effort. Research limitations/implications – Partnering has both a legal/contractual side and a management/collaboration side. This paper looks at the management and collaboration aspects of partnering only. Practical implications – The paper will be a very useful source of information and advice for project managers who are attempting to implement partnering in projects. Originality/value – The paper presents organizational challenges and difficulties in attempting to implement partnering and a practical model which takes these difficulties into account.

AB - Purpose – The purpose of this paper is to present practical difficulties in attempting to implement a partnering approach. Design/methodology/approach – The paper comprises empirical evidence from case studies in Norway and Canada and an extensive literature review on partnering. Findings – The authors identified a lack of shared understanding of key partnering concepts, missing initial effort to establish shared ground rules, communication difficulties in inter-organizational relationships and unclear (perceived) roles and responsibilities. In existing partnering literature, a large number of construction studies have identified conceptual partnering models. However, studies that describe partnering models to take these practical difficulties into account have not been found and the paper develops a practical model that outlines the phases of a typical partnering effort. Research limitations/implications – Partnering has both a legal/contractual side and a management/collaboration side. This paper looks at the management and collaboration aspects of partnering only. Practical implications – The paper will be a very useful source of information and advice for project managers who are attempting to implement partnering in projects. Originality/value – The paper presents organizational challenges and difficulties in attempting to implement partnering and a practical model which takes these difficulties into account.

KW - Canada

KW - Collaboration in projects

KW - Conflict management

KW - Norway

KW - Organizations

KW - Partnering model

KW - Partnership

KW - Project management

KW - Stakeholder management

KW - Stakeholders

UR - http://www.scopus.com/inward/record.url?scp=84889561768&partnerID=8YFLogxK

U2 - 10.1108/17538371211214941

DO - 10.1108/17538371211214941

M3 - Article

VL - 5

SP - 266

EP - 284

JO - International Journal of Managing Projects in Business

JF - International Journal of Managing Projects in Business

SN - 1753-8378

IS - 2

ER -