https://doi.org/10.24928/2020/0127
Effects of Partnering Elements: An Exploratory Case Study
Marta Røer Falch1, Atle Engebø2 & Ola Lædre3
1MS Student, Department of Civil and Environmental Engineering, Norwegian University of Science and Technology (NTNU), Trondheim, Norway, [email protected], orcid.org/0000-0001-9919- 59332PhD Candidate, Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, [email protected], orcid.org/0000-0002-5293-0176
3Professor, dr. ing., Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, [email protected], orcid.org/0000-0003-4604-8299
Abstract
Partnering elements have become more common in Norwegian construction projects over the last decades. Partnering, as a project delivery method, shares similarities with the lean perspective as they both use available elements to achieve a collaborative project. The LC principles are often illustrated in terms of three fundamental elements (commercial, organizational, and operating system). This aligns with how this paper has categorised partnering, into contractual-, organisational-, and cultural elements. Consequently, this paper contributes to knowledge about the effects of partnering elements by answering the two research questions: 1) Which elements are used in partnering projects, and 2) What are the effects of these elements. An exploratory case study of a partnering project was carried out to examine the partnering elements and their effects. A combination of literature review, document study and semi-structured interviews were used data collection. The findings reveal that the contractual-, organisational-, and cultural elements are aligned with the LC triangle. There is a potential when implementing lean elements in partnering. However, there is a risk for partnering projects falling into a traditional approach in the actual delivery. The paper concludes that more attention should be paid to the effects of organisational and cultural elements in partnering projects.
Keywords
Lean project delivery, project delivery methods, integrated teams, collaboration, partnering
Files
Reference
Falch, M. R. , Engebø, A. & Lædre, O. 2020. Effects of Partnering Elements: An Exploratory Case Study , Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC) , 757-768. doi.org/10.24928/2020/0127
Download: BibTeX | RIS Format
Founded in 1993, the IGLC is an international network of researchers from practice and academia in architecture, engineering, and construction (AEC) who feel that the practice, education, and research of the AEC industry have to be radically renewed in order to respond to the global challenges ahead.
2015 © All Rights Reserved.