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EXPORT DATE: 3 May 2024

@CONFERENCE{Falch2020,
author={Falch, Marta Røer and Engebø, Atle and Lædre, Ola },
editor={ },
title={Effects of Partnering Elements: An Exploratory Case Study }, 
journal={Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)}, 
booktitle={Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)}, 
year={2020},
pages={757-768},
url={http://www.iglc.net/papers/details/1834},
doi={10.24928/2020/0127},
affiliation={MS Student, Department of Civil and Environmental Engineering, Norwegian University of Science and Technology (NTNU), Trondheim, Norway, mcfalch@stud.ntnu.no, orcid.org/0000-0001-9919- 5933 ; PhD Candidate, Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, atle.engebo@ntnu.no, orcid.org/0000-0002-5293-0176 ; Professor, dr. ing., Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, ola.ladre@ntnu.no, 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.  },
author_keywords={Lean project delivery, project delivery methods, integrated teams, collaboration, partnering  },
address={Berkeley, California, USA },
issn={2309-0979 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}