Developments in partnering models. Relationship duration and knowledge integration.

Paper in proceeding, 2009

Over time, partnering initiatives have been characterized by increasing formalization and involvement of a wider range of actors, but there does not seem to be a clear trend that project partnering is replaced by long term relations. In this paper, we discuss which factors influence the development of strategic and project partnering respectively, as well as trends in managing integrated teamwork. The empirical basis is three case studies: two of project partnering relationships and one of a long term long term partnership involving a network of suppliers. We find that partnering models and performance are shaped both by project management and by factors in the project environment. Long term relations supplier have to be skilfully managed to be an attractive alternative to project partnering in a market where general partnering competence is high. Also, in the management of complex collaborative relationships, a key challenge is to balance the benefits of including as much competence as possible with the restrictions of creating meeting places for meaningful knowledge exchange. Further, with increasing maturity partnering may more often be used to change power relations and bring in critical perspectives, thereby calling for other types of conflict management than those relating to contractual disagreements.