Towards a shift in mindset: partnering projects as engagement platforms

References

• Ballantyne, D. (2003) A relationship-mediated theory of internal marketing. European Journal of Marketing, 37(9), 1242–60.
   Google Scholar
• Ballantyne, D. (2004) Dialogue and its role in the development of relationship specific knowledge. Journal of Business & Industrial Marketing, 19(2), 114–23.
   Google Scholar
• Ballantyne, D. and Varey, R.J. (2006) Creating value-in-use through marketing interaction: the exchange logic of relating, communicating and knowing. Marketing Theory, 6(3), 335–48.
   Google Scholar
• Bechky, B.A. (2006) Gaffers, gofers, and grips: role-based coordination in temporary organizations. Organization Science, 17(1), 3–21.
   Web of Science ®Google Scholar
• Braun, V. and Clarke, V. (2006) Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.
   Google Scholar
• Bresnen, M. (2007) Deconstructing partnering in project-based organization: seven pillars, seven paradoxes and seven deadly sins. International Journal of Project Management, 25(4), 365–74.
   Google Scholar
• Bresnen, M. and Marshall, N. (2000a) Partnering in construction: a critical review of issues, problems and dilemmas. Construction Management and Economics, 18(2), 229–37.
   Google Scholar
• Bresnen, M. and Marshall, N. (2000b) Motivation, commitment and the use of incentives in partnerships and alliances. Construction Management and Economics, 18(5), 587–98.
   Google Scholar
• Bygballe, L.E., Jahre, M. and Swärd, A. (2010) Partnering relationships in construction: a literature review. Journal of Purchasing and Supply Management, 16(4), 239–53.
   Web of Science ®Google Scholar
• Chan, A., Chan, D. and Ho, K. (2003) Partnering in construction: critical study of problems for implementation. Journal of Management in Engineering, 19(3), 126–35.
   Web of Science ®Google Scholar
• Cheung, S.O. (2007) Trust in co-operative contracting in construction. City University of HK Press, Hong Kong.
   Google Scholar
• Construction Industry Institute (CII) (1991) In Search of Partnering Excellence. CII Special Publication, Construction Industry Institute, Austin, Texas.
   Google Scholar
• Davis, P.R. and Walker, H.T.D. (2008) Trust, commitment and mutual goals in Australian construction industry project alliances, in Walker, H.T.D. and Rowlinson, S. (eds) Procurement Systems: A Cross-industry Project Management Perspective, Taylor & Francis, New York, 378–399.
   Google Scholar
• Dwyer, R.F., Schurr, P.H. and Oh, S. (1987) Developing buyer-seller relationships. Journal of Marketing, 51(2), 11–27.
   Web of Science ®Google Scholar
• Eriksson, P.E. (2010) Partnering: what is it, when should it be used, and how should it be implemented? Construction Management and Economics, 28(9), 905–17.
   Google Scholar
• Gil, N. (2009) Developing cooperative project client-supplier relationships: how much to expect from relational contracts?. California Management Review 51(2), 144–69.
   Web of Science ®Google Scholar
• GuyCarpenter (2005) Specialty practice briefing: an update from the property specialty, available at http://tinyurl.com/windstormerwin (accessed 15 November 2012).
   Google Scholar
• Jacobsson, M. and Söderholm, A. (2011) Breaking out of the straitjacket of project research: in search of contribution. International Journal of Managing Projects in Business, 4(3), 378–88.
   Google Scholar
• Jacobsson, M. and Walker, D.H.T. (2013) Alliancing within a public–private partnership, in Proceedings of the 22nd Nordic Academy of Management Conference (NFF) held at the University of Iceland, Reykjavik, Iceland, 21–23 August, Track 11, ISSN 2298-3112.
   Google Scholar
• Jemtska (2013) available at http://jemtska.se ( accessed 15 May 2013).
   Google Scholar
• Kadefors, A. (2004) Trust in project relationships: inside the black box. International Journal of Project Management, 22(3), 175–82.
   Google Scholar
• Lahdenperä, P. (2012) Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery. Construction Management and Economics, 30(1), 57–79.
   Google Scholar
• Langley, A. (1999) Strategies for theorizing from process data. Academy of Management Review, 24(4), 691–710.
   Web of Science ®Google Scholar
• Li, H., Cheng, E.W.L. and Love, P.E.D. (2000) Partnering research in construction. Engineering, Construction and Architectural Management, 7(1), 76–92.
   Google Scholar
• Matthews, J., Tyler, A. and Thorpe, A. (1996) Pre-construction project partnering: developing the process. Engineering, Construction and Architectural Management, 3(1/2), 117–31.
   Google Scholar
• Morgan, R.M. and Hunt, S.D. (1994) The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20–38.
   Web of Science ®Google Scholar
• Nyström, J. (2005) The definition of partnering as a Wittgenstein family-resemblance concept. Construction Management and Economics, 23(5), 473–81.
   Google Scholar
• Nyström, J. (2007) Partnering: definition, theory and evaluation, PhD dissertation, Royal Institute of Technology, Stockholm.
   Google Scholar
• Orton, J.D. (1997) From inductive to iterative grounded theory: zipping the gap between process theory and process data. Scandinavian Journal of Management, 13(4), 419–38.
   Google Scholar
• Pentland, B.T. (1999) Building process theory with narrative: from description to explanation. Academy of Management Review, 24(4), 711–24.
   Web of Science ®Google Scholar
• Prahalad, C.K. and Ramaswamy, V. (2004a) Co-creating unique value with customers. Strategy & Leadership, 32(3), 4–9.
   Google Scholar
• Prahalad, C.K. and Ramaswamy, V. (2004b) The Future of Competition: Co-Creating Unique Value with Customers, Harvard Business School Press, Boston, MA.
   Google Scholar
• Ramaswamy, V. (2008) Co-creating value through customers’ experiences: the Nike case. Strategy & Leadership, 36(5), 9–14.
   Google Scholar
• Rowlinson, S. and Cheung, Y.K.F. (2004) A review of the concepts and definitions of the various forms of relational contracting. Paper presented at the International Symposium of the CIB W92 on Procurement Systems: Project Procurement for Infrastructure Construction, Chennai, India, 7–10 January.
   Google Scholar
• Skanska (2012) available at http://www.skanska.com ( accessed 15 November 2012).
   Google Scholar
• Thompson, P.J. and Sanders, S.R. (1998) Partnering continuum. Journal of Management in Engineering, 14(5), 73–8.
   Web of Science ®Google Scholar
• Vargo, S.L. and Lusch, R.F. (2004) Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1–17.
   Web of Science ®Google Scholar
• Vargo, S.L. and Lusch, R.F. (2008a) Service-dominant logic: continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1–10.
   Web of Science ®Google Scholar
• Vargo, S.L. and Lusch, R.F. (2008b) From goods to service(s): divergences and convergences of logics. Industrial Marketing Management, 37(3), 254–9.
   Web of Science ®Google Scholar
• Walker, D.H.T. and Lloyd-Walker, B.M. (2014) Collaborative Project Procurement Arrangements, Project Management Institute, Newtown Square, PA. In press.
   Google Scholar
• Wood, G., McDermott, P. and Swan, W. (2002) The ethical benefits of trust-based partnering: the example of the construction industry. Business Ethics: A European Review, 11(1), 4–13.
   Google Scholar
• Yeung, J.F.Y., Chan, A.P.C. and Chan, D.W.M. (2007) The definition of alliancing in construction as a Wittgenstein family-resemblance concept. International Journal of Project Management, 25(3), 219–31.
   Google Scholar