An empirical study of the cultural and behavioural challenges in the UK construction partnering

Partnering and the related forms of collaboration have been seen as a way of tackling fragmentation and lack of integration that has bedevilled attempts to improve project performance over the years. This represents perhaps the most significant development to date as a means of improving project performance, while offering direct benefits to the whole supply chain. Partnering can have a substantial positive impact on project performance with regards to time, cost, quality and also more general outcomes such as greater innovation and improved user satisfaction. Despite the amount of interest shown in partnering, actual empirical research is rather thin on the ground and much of the work is notable for its prescriptive tendencies and heavy reliance on anecdotal data with the focus on the experience of the exemplar organisations. Conflict and failure could occur by a fundamental deviation in goals, especially in relation to
accountability, thus hindering all cooperation that may have been attained by the partnering process. There is case evidence of the failure of partnering to meet performance expectations in construction. Thus it is important to adequately address and evaluate the challenges and potential problems in construction partnering. This paper looks into construction partnering challenges especially cultural and behavioural challenges in the UK. Empirical data is collected
from expert opinion to find out the major partnering challenges and their root causes. Also, this paper stages arguments and discussions regarding the importance of the leadership role, in transforming culture, towards a cooperative and caring environment.