Jones, K., Kaluarachchi, Y., 2007.

Operational factors affecting strategic partnering in UK social housing

<jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper seeks to report the findings of a research project that observed and monitored the performance of a four-year strategic partnering agreement between a consortium of Registered Social Landlords (AMPHION) and their contracting partner as they procured approximately 800 new houses, across 33 separate development projects.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>The research project used a combination of in-depth case studies (of individual housing projects and the relationship between the client group and their main contractor) supplemented by quantitative measures of project performance (Key Performance Indicators) and integrated workshops to study the operational factors that affected the success of the partnering initiative.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>The paper concludes that failures to manage expectations within and between partners undermined confidence and trust in the partnering process.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Research limitations/implications</jats:title><jats:p>Whilst strategic partnering within the UK social housing sector was immature at the time of the study, the lessons learned have implications for other organisations considering strategic partnering relationships.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>Evidence is provided from a long-term study of strategic partnering which explores the dynamic nature of strategic partnering and its impact on success. Very few studies have addressed this issue.</jats:p></jats:sec>