In a business context, a success factor is defined as any knowledge, skill, trait, motive, attitude, value or other personal characteristics that is essential to perform the job or role and that differentiates solid from superior performance (Long, 2003). Rockart (1979) defined CSFs as those few key areas of activity in which favorable results are absolutely necessary for a particular manager to reach his or her goals. Boynton and Zmud (1984) defined CSFs as those few things that must go well to ensure success for a manager and an organization, and therefore, they represent those managerial or enterprise areas that must be given special and continual attention to bring about high performance.
In general construction, a large amount of researches about CSFs were presented in literature. Sanvido et al. (1992) proposed general factors affecting project success. Chua et al. (1999) identified different sets of CSFs for different project objectives. Hyvari (2006) evaluated CSFs in project
Nguyen et al. (2004); Toor and Ogunlana (2008) interested in large-scale construction projects from developing countries. Aksorn and Hadikusumo (2008) identified CSFs of safety programs in Thai construction projects. Yu et al (2006) investigated CSFs in construction project briefing by way of content analysis. Lam et al (2008) identified determinants of successful design and build projects in Hong Kong context. Tiong (1992), Tiong (1996), Jefferies et al (2002), Zhang (2005) examined CSFs for various aspects of public-private partnership projects.
Since the application of partnering concept has become popular in recent decades, researches about success factors in implementing this procurement type have been vigorous. Crane et al. (1997) proposed a partnering process model that consisted of five phases, from ‘owner’s internal alignment’ to
‘partner selection’ to alliance alignment’ ‘to project alignment’ to ‘work process alignment’. In each step, various success factors were identified to ensure a successful partnering. Larson (1997) surveyed 291 construction projects to examine the relationship between specific partnering related activities and project success. The findings suggested that a comprehensive approach be applied to partnering on construction projects and that top management support for teamwork across organizations is critical to success.
Cheng et al (2000) developed a partnering framework and identified the CSFs based on a review of the partnering literature. The framework highlighted the influence of contextual characteristics and management skills on partnering success. The CSFs identified and discussed in the framework are effective communication, conflict resolution, adequate resources, management support, mutual trust, long-term commitment, coordination, and creativity. It is asserted that performance measures can be subjective or
objective. And these measures are the positive outcomes accumulated during the process.
A conceptual model of partnering used a three-stage process – formation, application, and completion and reactivation was presented by Cheng and Li (2001) and Cheng et al (2002, 2004). Several aspects of research about success factors were presented in these works to facilitate the partnering implementation through the proposed model. Success factors were investigated for a certain stage. The AHP survey helped to determine the comparability of the factors in individual process stages. The four common success factors are top management support, open communication, effective coordination, and mutual trust.
Black et al (2000) using a UK-wide postal questionnaire survey, the opinions of different types of organization were assessed in relation to success factors and benefits of partnering. The research indicated that certain requirements must be met if partnering is to succeed. In particular, trust, communication, commitment, a clear understanding of roles, consistency and a flexible attitude are necessary. Partnering can and does work, but all project participants must re-think their attitudes and work to make projects more efficient, successful and free of conflict.
Paying attention to UK construction industry as well, Beach et al (2005) was concerned with evaluating the progress of partnering adoption. A conceptual framework of success factors was presented. Three new aspects of successful partnering were identified: best value, service and dependency, which when reviewed in the context of the four categories of key elements,
previously identified in the literature: commitment, processes, tools and outcomes, appeared to fit into the outcome category.
< Table 2.3 > Previous studies about partnering success factors
Success factor Larson (1997) Cheng et al
(2000) Black
et al (2000)
Cheng and Li (2001, 2002)
Cheng and Li (2004)
Beach et al (2005)
Chan et al (2006)
Tang et al (2006)
Chen and Chen (2007)
Chen et al (2008)
Mutual trust * * * * * * * *
Communication * * * * * * * *
Coordination * * * * * * * * *
Commitment * * * * * * * * *
Management
support * * * *
Continuous
improvement * * * * * * *
Expertise * * * *
Equity * *
Problem/conflict
resolution * * * * * *
Goals * * *
Culture * * *
Resources * * * * *
Empowerment * * *
Formation * * * * * * * *
Experience * *
Creativity * * *
In the Taiwanese context, Chen and Chen (2007) and Chen et al (2008) identified and assessed critical factors as certain requirements that must be met for partnering to be successful. Chan et al (2006) based on the case study of six selected projects; a best practice partnering framework was developed for Hong Kong context. Focusing on the mainland of China, Tang et al (2006) presented a finding of a study that was conducted to develop and test a partnering model that revealed the relationships between critical success factors of partnering and demonstrated their importance to construction.
Table 2.3 summarizes the previous studies about success factors of partnering application in construction. Mutual trust, communication, coordination, and commitment appeared to be important to most countries.
Dependent on context of each certain country, other factors could emerge as success factors for partnering. Conforming to suggestion in Toor and Ogunlana (2008) that more studies should be conducted in other countries to account for the nature and structure of the local construction industry.