Abstract
Construction partnering is commonly touted as a win-win arrangement for project owners and contractors alike. The failure or success of construction partnering arrangements is contingent upon a multitude of influences, many of which can be controlled through careful planning and active project management. This study examines the key failure factors (KFFs) of construction partnering projects based on data collected from a survey of industry professionals in Taiwan. Methods: Factor analysis is performed using data gathered from a survey of industry practitioners operating in Taiwan to identify KFFs and better understand the level of significance of each factor. A total of 15 failure variables (FV) were included in the survey. This study applied Principle Components Analysis to classify groups of crucial FV relevant to construction partnering based on their relative perceived contribution to project failure. Study results confirm that there are four KFFs to partnering failure in construction projects; they are absence of agility, collaboration barriers, partnering barriers, and organizational management barriers. The biggest influencer on partnership failure in construction projects is the association between absence of agility and organizational management barriers, while the next most significant is the relationship between collaboration barriers and partnering barriers. Avoiding failure of construction partnering requires careful planning and management considerations of the four KFFs found.
Highlights
Construction projects are inherently complex, and success requires multiple project stakeholders working together cooperatively for a unified objective
To provide novel insights and guidance regarding failure factors found in construction partnering in Taiwan, this study aims to examine in detail key factors for failure in construction partnering
Through detailed analysis of survey results obtained from experienced Taiwanese construction professionals, the study was able to provide insight on what industry professionals were considered to be the key factors contributing to partnering failure
Summary
Construction projects are inherently complex, and success requires multiple project stakeholders working together cooperatively for a unified objective. As the scale and complexity of construction projects grow, so does the number of stakeholders and complexity of stakeholder relationships involved in partnerships. Successful outcomes from partnerships in construction projects are achieved through capitalizing on the skills, abilities, specialized knowledge, and experience of the various teams and organizations engaged in the project. There is insufficient understanding of the dimensions of partnership relationships [1]. This lack of understanding can result in stakeholders failing to work together cohesively in a partnership. To improve construction partnership outcomes, this study explores the systemic factors of the construction industry, which can contribute to the failure of partnerships to deliver on the desired project outcomes. Our study focuses on the Taiwanese construction industry due to the importance of the construction industry to the domestic economy
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