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Project alliancing Vs project partnering : a case study of the Australian National Museum project

Walker, D. H.T., Hampson, Keith D., & Peters, Renaye (2002) Project alliancing Vs project partnering : a case study of the Australian National Museum project. Supply Chain Management, 7(2), pp. 83-91.

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Abstract

Significant differences between project partnering and project alliancing occur in the selection process, management structure of the organisations undertaking the project and nature of risk and reward incentives. This paper helps clarify the nature of project alliancing and how alliance member organisations were selected for this case study. A core issue that differentiates between the two approaches is that in partnering, partners may reap rewards at the expense of other partners. In alliancing each alliance member places their profit margin and reward structure ÁÁat riskÂÂ. Thus in alliancing, the entire alliance entity either benefits together or not all. This fundamentally changes the motivation and dynamics of the relationship between alliance members.

Impact and interest:

51 citations in Scopus
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ID Code: 41070
Item Type: Journal Article
Keywords: projects, alliances, partnering
DOI: 10.1108/13598540210425830
ISSN: 1758-6852 (online) 1359-8546 (print)
Divisions: Past > QUT Faculties & Divisions > Faculty of Built Environment and Engineering
Current > Research Centres > Sustainable Built Environment National Research Centre
Past > Schools > School of Urban Development
Copyright Owner: Copyright 2002 MCB UP Limited
Deposited On: 01 Apr 2011 08:15
Last Modified: 24 Jul 2014 09:27

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