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When is construction partnering likely to happen? An empirical examination of the role of institutional norms

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  • Florence Phua

Abstract

Despite the vast interest and enthusiasm on the benefits of construction partnering, no apparent trend exists to show that it has become the dominant choice of procurement method across construction industries internationally. Rather, the implementation of construction partnering has been patchy, with varying degrees of success and, in many instances, its adoption is more an exception than the norm. This study argues and sets out to test the proposition that despite the huge advocacy for the use of partnering, its slow uptake and, more importantly, the inconsistent results it yields are due to the lack of systematic investigation into the institutional determinants of partnering. Based on data collected from 526 firms covering various industry disciplines, results show that firms' use of partnering is selective and that this selectiveness is significantly determined by the industry's level of institutional norms and not by the conventional notion that partnering increases a firm's profitability or efficiency. Findings further indicate that firms that perceive there are strong industry norms for partnering are twice as likely to use partnering as firms that do not have such perception. By empirically examining the institutional conditions under which partnering is more likely to occur, this study sheds some light on why the implementation of partnering remains at a conservative rate and suggests avenues for future research.

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  • Florence Phua, 2006. "When is construction partnering likely to happen? An empirical examination of the role of institutional norms," Construction Management and Economics, Taylor & Francis Journals, vol. 24(6), pages 615-624.
    • Handle: RePEc:taf:conmgt:v:24:y:2006:i:6:p:615-624
    DOI: 10.1080/01446190500521256
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    References listed on IDEAS

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    1. Florence Phua & Steve Rowlinson, 2004. "Operationalizing culture in construction management research: a social identity perspective in the Hong Kong context," Construction Management and Economics, Taylor & Francis Journals, vol. 22(9), pages 913-925.
    2. Ang Yee Kwan & George Ofori, 2001. "Chinese culture and successful implementation of partnering in Singapore's construction industry," Construction Management and Economics, Taylor & Francis Journals, vol. 19(6), pages 619-632.
    3. Armstrong, J. Scott & Overton, Terry S., 1977. "Estimating Nonresponse Bias in Mail Surveys," MPRA Paper 81694, University Library of Munich, Germany.
    4. Gerard Wood & Robert Ellis, 2005. "Main contractor experiences of partnering relationships on UK construction projects," Construction Management and Economics, Taylor & Francis Journals, vol. 23(3), pages 317-325.
    5. Andrew Dainty & Geoffrey Briscoe & Sarah Millett, 2001. "Subcontractor perspectives on supply chain alliances," Construction Management and Economics, Taylor & Francis Journals, vol. 19(8), pages 841-848.
    6. Mike Bresnen & Nick Marshall, 2000. "Partnering in construction: a critical review of issues, problems and dilemmas," Construction Management and Economics, Taylor & Francis Journals, vol. 18(2), pages 229-237.
    7. Albert Chan & Daniel Chan & Kathy Ho, 2003. "An empirical study of the benefits of construction partnering in Hong Kong," Construction Management and Economics, Taylor & Francis Journals, vol. 21(5), pages 523-533.
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    Cited by:

    1. Hemanta Doloi, 2009. "Relational partnerships: the importance of communication, trust and confidence and joint risk management in achieving project success," Construction Management and Economics, Taylor & Francis Journals, vol. 27(11), pages 1099-1109.
    2. Xun Liu & Dexin Liu & Mengyu Xu, 2023. "An Extended Theory of Planned Behavior to Explain General Contractors’ Long-Term Cooperation Intentions in Construction Projects: Empirical Evidence from China," Sustainability, MDPI, vol. 15(9), pages 1-17, April.

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