Cultural transformation in construction partnering projects

N. Thurairajah*, R. Haigh, R. D.G. Amaratunga

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingConference contributionpeer-review

7 Citations (Scopus)
4 Downloads (Pure)


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 a cultural web to understand organisational culture and to identify a substantial range of the elements which must be managed if a strategic and cultural change is to be successful.

Original languageEnglish
Title of host publicationCOBRA 2006
Subtitle of host publicationProceedings of the Annual Research Conference of the Royal Institution of Chartered Surveyors
EditorsElaine Sivyer
Number of pages9
ISBN (Print)9781842193074
Publication statusPublished - 1 Dec 2006
Externally publishedYes
EventAnnual Research Conference of the Royal Institution of Chartered Surveyors, COBRA 2006 - London, United Kingdom
Duration: 7 Sep 20068 Sep 2006


ConferenceAnnual Research Conference of the Royal Institution of Chartered Surveyors, COBRA 2006
CountryUnited Kingdom


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