Cultural change in construction partnering projects: the role of Leadership

Niraj Thurairajah*, Richard Haigh, Dilanthi Amaratunga

*Corresponding author for this work

Research output: Contribution to conferencePaperpeer-review

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Abstract

In recent years there has been a growing interest in the use of partnering in construction. Since partnering is seen as changing behaviours and attitudes, cultural transformation cannot be forgotten in the process. Much of the literature tends to presume that cultural alignment is a prerequisite for partnering. Furthermore, the existing research fails to adequately address the complex relationship between individual or group behaviour and organisational culture which, nevertheless lies at the heart of many prescriptions for improving collaboration within the industry. This paper initially reviews the major cultural and behavioural challenges and their root causes in construction partnering projects. Many commentators place considerable emphasis upon the importance of changing attitudes and cultural transformation to address various challenges in construction partnering. As the first step, this paper proposes cultural web to understand organisational culture. Furthermore this research attempts to identify a substantial range of the elements which must be managed if a strategic and cultural change is to be successful. In this context, a model for the process of cultural change is proposed.
Original languageEnglish
Number of pages12
Publication statusPublished - 18 Oct 2006
Externally publishedYes
EventJoint International Symposium of CIB Working Commissions W55/W65/W86: Construction in the XXI century: Local and global challenges - Edizioni Scientifiche Italiane, Rome, Italy
Duration: 18 Oct 200620 Oct 2006

Conference

ConferenceJoint International Symposium of CIB Working Commissions W55/W65/W86
Country/TerritoryItaly
CityRome
Period18/10/0620/10/06

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