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A learning culture for strategic partnering in construction

Eddie W.L. Cheng (Department of Building and Real Estate, The Hong Kong Polytechnic University, Hong Kong)
Heng Li (Department of Building and Real Estate, The Hong Kong Polytechnic University, Hong Kong)
Peter Love (Department of Information Systems, Edith Cowan University, Australia)
Zahir Irani (Department of Information Systems and Computing, Brunel University, UK)

Construction Innovation

ISSN: 1471-4175

Article publication date: 1 March 2004

Abstract

This paper highlights the importance of creating a learning culture for strategic partnering in construction. Theories of organizational learning and strategic partnering are interpolated to identify the related attributes that help to relate and intertwine the two concepts. With the emergence of a learning culture, organizations are able to undergo the transition from no organizational learning to integrated organizational learning, which in turn reinforces the embedded culture. Since learning from experience, continuous improvement and a learning climate are pre‐conditions for a learning culture, three models are presented respectively in dealing with issues relating to these conditions. These models help to attain strategic partnering.

Keywords

Citation

Cheng, E.W.L., Li, H., Love, P. and Irani, Z. (2004), "A learning culture for strategic partnering in construction", Construction Innovation, Vol. 4 No. 1, pp. 53-65. https://doi.org/10.1108/14714170410815006

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited