TY  - CONF
TI  - Effects of Partnering Elements: An Exploratory Case Study 
C1  - Berkeley, California, USA
C3  - Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)
SP  - 757
EP  - 768
PY  - 2020
DO  - 10.24928/2020/0127
AU  - Falch, Marta Røer
AU  - Engebø, Atle
AU  - Lædre, Ola
AD  - 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
AD  - PhD Candidate, Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, atle.engebo@ntnu.no, orcid.org/0000-0002-5293-0176
AD  - Professor, dr. ing., Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, ola.ladre@ntnu.no, orcid.org/0000-0003-4604-8299
AB  - 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. 
KW  - Lean project delivery
KW  - project delivery methods
KW  - integrated teams
KW  - collaboration
KW  - partnering
PB  - 
T2  - Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)
DA  - 2020/07/06
CY  - Berkeley, California, USA
L1  - http://iglc.net/Papers/Details/1834/pdf
L2  - http://iglc.net/Papers/Details/1834
N1  - Export Date: 02 May 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -