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Journal articles on the topic 'Partnering'

To see the other types of publications on this topic, follow the link: Partnering.

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Radziszewska-Zielina, Elżbieta. "ANALYSIS OF THE PARTNERING RELATIONS OF POLISH, SLOVAK AND UKRAINIAN CONSTRUCTION ENTERPRISES / LENKIJOS, SLOVAKIJOS IR UKRAINOS STATYBOS ĮMONIŲ PARTNERYSTĖS SANTYKIŲ ANALIZĖ." Technological and Economic Development of Economy 16, no. 3 (September 30, 2010): 432–54. http://dx.doi.org/10.3846/tede.2010.27.

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The present author has conducted research on partnering co‐operation in construction industry. The research was carried out using the questionnaire method in selected administrative regions of the following three countries: Poland, Slovakia and Ukraine. It was assumed that analysis would mainly concern medium and large construction enterprises and that the respondents would include selected experts in these enterprises: owners, enterprise managers, construction site managers. The final assessment of the partnering relations of Polish and Slovak construction enterprises is similar. Partnering co‐operation in construction industry is already noticeable but still remains on a low level. The assessment of the partnering relations in Ukrainian construction enterprises is lower than in the Polish and Slovak ones. Santrauka Autorė atliko partnerių bendradarbiavimo statybos pramonėje tyrimą. Tyrimas atliktas anketinės apklausos metodu, respondentai apklausti pasirinktuose Lenkijos, Slovakijos ir Ukrainos administraciniuose regionuose. Analizė apėmė vidutines ir dideles statybos įmones. Buvo apklausti įmoniu savininkai, vadovai, statybų vadovai. Tyrimas atskleide, kad partnerių bendradarbiavimas statybos pramoneje jau yra pastebimas, tačiau vis dar reikiamai neišpletotas. Įvertinimas rodo, jog partnerystes santykiu lygis Lenkijos ir Slovakijos statybos įmonėse yra panašus. Partnerystes santykiu lygis tarp Ukrainos statybos įmonių yra menkesnis nei tarp Lenkijos ar Slovakijos įmonių.

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2

Hofmann, Christian. "Pharma partnering: other people’s science." Molecular Biology of the Cell 28, no. 1 (January 2017): 9–11. http://dx.doi.org/10.1091/mbc.e16-07-0512.

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Partnering is an ideal field if someone is seeking to move from a scientific to a more business-oriented discipline. Partnering’s goal is to identify and acquire external innovation. These discoveries are then included in a company’s pipeline and help bring novel treatments to patients. Advanced scientific training is essential in the identification and evaluation of these external assets. Here I describe how partnering works in a pharmaceutical company and offer advice on how to make a successful transition from a PhD program to a business career.

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3

McVey, J. William. "Partnering." Adult Learning 5, no. 6 (July 1994): 20–31. http://dx.doi.org/10.1177/104515959400500611.

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4

Sundquist, Viktoria, Kajsa Hulthén, and Lars Erik Gadde. "From project partnering towards strategic supplier partnering." Engineering, Construction and Architectural Management 25, no. 3 (April 16, 2018): 358–73. http://dx.doi.org/10.1108/ecam-08-2016-0177.

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Purpose Partnering has been at the top of the management agenda in the construction industry for many years as a means of improving performance. Previous research shows that partnering has not reached the desired level of strategic partnering, but stopped at project partnering. The purpose of this paper is to provide an analytical framing for transformation from project partnering towards strategic partnering with suppliers. Design/methodology/approach The framework is based on two building blocks: a case study of a contractor involved in implementing strategic partnering with four of its suppliers and a literature review dealing with partnering in construction; and models for close and long-term buyer-supplier collaboration in other contexts. Findings Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects. Practical implications Succeeding with relationship development and network orientation requires contractors to abandon two significant aspects of established construction logic that serve as significant implementation barriers. Competitive bidding in single projects needs to be replaced by collaboration over series of projects. The decentralisation of authority to the project level needs to be supplemented with increasing centralised decision making. Originality/value Previous research showed that despite the considerable interest in partnering there is a lack of systematic theorizing of the phenomenon. This paper contributes to theoretical anchoring through the combining of the case study and the literature review in the abductive approach applied.

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5

Man, Ard-Pieter De, Marten Stienstra, and Henk Volberda. "E-partnering:." Maandblad Voor Accountancy en Bedrijfseconomie 76, no. 6 (June 1, 2002): 299–310. http://dx.doi.org/10.5117/mab.76.17499.

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Internet is een belangrijke drijfveer achter de groei van het aantal partnerships. Hoewel er de laatste jaren enig onderzoek naar internetpartnerships is gedaan, blijkt de rol van grote gevestigde ondernemingen in internetpartnerships nog grotendeels onderbelicht te zijn. Dit artikel richt zich met name op het gebruik van e-partnerships door deze traditionele, nietinternetgerelateerde organisaties. Op basis van een grootschalig empirisch onderzoek worden vier e-partneringstrategieën en vier e-partneringstructuren onderscheiden. Vier cases valideren de ontwikkelde conceptualisering en geven inzicht in de ontwikkelingen van e-partnerships in de loop der tijd.

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6

Harback, Herbert F., Donald L. Basham, and Robert E. Buhts. "Partnering Paradigm." Journal of Management in Engineering 10, no. 1 (January 1994): 23–27. http://dx.doi.org/10.1061/(asce)9742-597x(1994)10:1(23).

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7

Moscho, Alexander, and Josef M. E. Leiter. "Perfect partnering." Nature Biotechnology 19, S6 (June 2001): BE21—BE22. http://dx.doi.org/10.1038/89405.

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8

Omar, Manal. "Partnering Up." World Policy Journal 33, no. 4 (2016): 73–79. http://dx.doi.org/10.1215/07402775-3813063.

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9

Lillard, Linda L., Pat Wilson, and Constance M. Baird. "Progressive Partnering." Journal of Library Administration 41, no. 1-2 (January 20, 2004): 227–42. http://dx.doi.org/10.1300/j111v41n01_17.

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10

Crane, Travis G., Jennifer P. Felder, Paul J. Thompson, Matthew G. Thompson, and Steve R. Sanders. "Partnering Measures." Journal of Management in Engineering 15, no. 2 (March 1999): 37–42. http://dx.doi.org/10.1061/(asce)0742-597x(1999)15:2(37).

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11

de Man, Ard-Pieter, Marten Stienstra, and Henk W. Volberda. "e-Partnering:." European Management Journal 20, no. 4 (August 2002): 329–39. http://dx.doi.org/10.1016/s0263-2373(02)00051-8.

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12

Ryoo, Joohan. "Partnering integration." Organizational Dynamics 49, no. 2 (April 2020): 100727. http://dx.doi.org/10.1016/j.orgdyn.2019.06.002.

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13

Morris, Peter. "Project partnering." International Journal of Project Management 15, no. 5 (October 1997): 334. http://dx.doi.org/10.1016/s0263-7863(97)88762-5.

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14

Porter, Janet, and Edward L. Baker. "Partnering Essentials." Journal of Public Health Management and Practice 11, no. 2 (March 2005): 174–77. http://dx.doi.org/10.1097/00124784-200503000-00013.

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15

Cheung, Sai On, Henry C. H. Suen, and Kevin K. W. Cheung. "An automated partnering monitoring system—Partnering Temperature Index." Automation in Construction 12, no. 3 (May 2003): 331–45. http://dx.doi.org/10.1016/s0926-5805(02)00108-5.

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16

Gransberg, Douglas D., and Eric Scheepbouwer. "U.S. Partnering Programs and International Partnering Contracts and Alliances." Transportation Research Record: Journal of the Transportation Research Board 2504, no. 1 (January 2015): 73–77. http://dx.doi.org/10.3141/2504-09.

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17

Connolly, K., B. E. Hess, W. A. Hoberg, T. C. Pingel, and R. K. Russell. "Partnering for success: an overview of customer/supplier partnering." IEEE Communications Magazine 32, no. 10 (October 1994): 46–51. http://dx.doi.org/10.1109/35.329026.

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18

Hong, Yuming, Daniel W. M. Chan, and Albert P. C. Chan. "Exploring the applicability of construction partnering in Mainland China." Facilities 30, no. 13/14 (October 12, 2012): 667–94. http://dx.doi.org/10.1108/02632771211270603.

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PurposeThis paper aims to explore the applicability of construction partnering in Mainland China, and to provide useful suggestions and possible implications for decision‐makers to adopt this collaborative approach to project procurement.Design/methodology/approachDocument analysis was first employed to identify the favourable conditions and potential difficulties in the application of partnering in Mainland China. A series of face‐to‐face semi‐structured interviews targeting academic experts and industrial practitioners was undertaken to solicit their perceptions of the benefits and difficulties of implementing partnering in Mainland China, coupled with their overall assessment of the applicability of, and suggestions for, the implementation of partnering in the region.FindingsThe results of document analysis indicated that the cultural roots of co‐operation and mutual trust, together with the increasing need to improve the current state of project performance in Mainland China, underpin the application of partnering in the construction market, although its application and generalisation still encounter some significant difficulties. The perceived benefits, potential barriers and effective strategies for partnering application in Mainland China were determined from the interviewees. The interview results further supported the applicability of construction partnering and provided constructive and practical suggestions for possible implementation in the Mainland Chinese construction industry. The partnering approach is evaluated as being practicable and appropriate in this study for the construction industry in Mainland China.Research limitations/implicationsAlthough it is essential to base the analysis of partnering applicability on a qualitative study, an empirical quantitative investigation of the benefits and difficulties of partnering application could further reinforce the quality of analysis. Future research could look into the project‐based assessment of partnering application in terms of the perceived benefits and potential difficulties of, and success factors for, partnering implementation in Mainland China.Practical implicationsPolicy‐makers aiming for the introduction of the partnering approach could be equipped with stronger confidence from favourable cultural environment and industrial needs. Restrictions to the application of partnering underlying in the current working culture could be mitigated when appropriate strategies are taken by the initiators of the partnering approach.Originality/valueIncreased worldwide attention on construction partnering has shed light on the construction industry in Mainland China to achieve better value for money in project procurement and management. This paper provides valuable reference for decision‐makers to consider the adoption of partnering based on the qualitative analysis of the applicability of partnering in the construction industry in Mainland China.

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19

Nevstad, Kristina, Sjur Børve, Anniken Th Karlsen, and Wenche Aarseth. "Understanding how to succeed with project partnering." International Journal of Managing Projects in Business 11, no. 4 (September 3, 2018): 1044–65. http://dx.doi.org/10.1108/ijmpb-07-2017-0085.

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Purpose The purpose of this paper is to present new findings to organizations that acknowledge difficulties in implementing and succeeding with project partnering. Design/methodology/approach The investigation is based on a case study where empirical evidence has been collected via semi-structured interviews of 54 professionals within the construction industry. Findings Based on the research the authors were able to identify three main dimensions vital for project partnering success: 1. who related to participant selection; 2. what related to task clarification; and 3. way related to partnering means. These dimensions give rise to what the authors have termed a 3W (Who, What, Way) model on how to succeed with project partnering in practice. The third dimension, way related to partnering means, was found to consist of the four subdimensions: 3a. partnering attitude; 3b. a collaborative culture; 3c. a holistic perspective; and 3d. an accurate handover. Originality/value The authors found 318 papers focusing on partnering, in these only 19 focused on how to succeed with project partnering. The authors have complemented the limited research on how to succeed with project partnering with 54 interviews of professionals. The majority of the existing research has focused on challenges. This paper contributes to the research gap by presenting a 3W model on how to succeed with project partnering.

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20

Mulenkei, Lucy. "Partnering with peoples." Our Planet 2017, no. 3 (May 9, 2018): 44–45. http://dx.doi.org/10.18356/8fdfbd61-en.

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21

Mohr, Wanda K. "PARTNERING With FAMILIES." Journal of Psychosocial Nursing and Mental Health Services 38, no. 1 (January 2000): 15–22. http://dx.doi.org/10.3928/0279-3695-20000101-10.

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22

Wilson, Aaron, and Rebecca Jesson. "Partnering with practitioners." New Zealand Annual Review of Education 26 (July 1, 2021): 184–89. http://dx.doi.org/10.26686/nzaroe.v26.6934.

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In this paper we describe a research-practice partnership between the Woolf Fisher Research Centre and the Digital Schools Partnership, a group of 84 schools in 11 geographically-based clusters that were implementing a ubiquitous digital teaching and learning platform within their face-to-face classes. The model of research-partnership employed is the Learning Schools Model (LSM), which is a design-based research approach that has been tested and replicated over 15 years and across diverse contexts and countries. We reflect on benefits and challenges of working in partnerships to achieve practice and research aims, which are to improve valued learning outcomes for students historically under-served in education and to advance research knowledge more generally (Lai, McNaughton, Jesson, & Wilson, 2020). We describe a recursive process of collective inquiry that involves researchers and teachers: working together to identify valued learning outcomes (VLOs) on which to focus our improvement efforts; developing a rich profile of students’ strengths and areas for improvement with respect to those VLOs; generating and testing a set of possible explanations for that profile of learning; co-designing and implementing targeted interventions, and; evaluating the extent and impact of changed practices. We reflect on the importance of building relational trust and approaches for doing so.

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23

Nelson, Mark, and Ajay Tejasvi. "Partnering for progress." Development Outreach 11, no. 1 (February 2009): 21–24. http://dx.doi.org/10.1596/1020-797x-11_1_21.

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24

Eutsler, Lauren. "Partnering With Parents." International Journal of Information and Communication Technology Education 15, no. 4 (October 2019): 58–75. http://dx.doi.org/10.4018/ijicte.2019100105.

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Contributing to a decade of national research on device ownership and app usage, this study provides evidence of how children from 120 homes across 46 classrooms use apps and portable technology to support their reading development. Parent survey data reveals 99% of children use technology to support reading in the home, primarily on iPad and laptop devices. Apps used most frequently include Istation, YouTube, and PBS Kids Video. To gather parent perceptions and depth of children's technology use, 13 individual interviews were conducted with parents from the same sample. Parents preferred their child read with print books, yet parents allowed their child to use portable technology, in response to their child's interest in technology and general pressure to keep pace with technology skill demands. The finding that nearly all children in this study supported reading skills with portable technology in the home demonstrates the need to foster partnerships between parents and teachers that builds on children's technological knowledge and use to deepen learning between home and school.

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25

Tanaka, Ted T. "Partnering in Japan." Nature Biotechnology 14, no. 8 (August 1996): 958–59. http://dx.doi.org/10.1038/nbt0896-958.

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26

Børve, Sjur, Asbjørn Rolstadås, Bjorn Andersen, and Wenche Aarseth. "Defining project partnering." International Journal of Managing Projects in Business 10, no. 4 (September 5, 2017): 666–99. http://dx.doi.org/10.1108/ijmpb-10-2016-0076.

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Purpose Due to observed problems in real-life projects stemming from the lack of a unified definition, the purpose of this paper is to formulate a new definition of project partnering (PP) through documenting the specific characteristics researchers attribute to this approach. Design/methodology/approach PP definition phrases extracted from a literature review were sorted into a basic framework of who, what, how, when and where. In a web-based survey, a group of experts marked the phrases from the literature review as being specific, generic, or irrelevant to PP. The expert group comprised highly ranked and experienced PP researchers. Based on the survey results, a new definition was formulated. The new definition specifies the participants, the objectives and the knowledge, skills, tools and techniques applied to pursue the objectives in PP. A verification survey of the expert group gave a 78-96 per cent combined approve and support score for each element of the new definition. Findings PP and a partnering project are defined by a framework encompassing three basic dimensions: participants, objectives, knowledge, skills, tools and techniques applied to pursue the objectives. The new definition is: “project partnering is a relationship strategy whereby a project owner integrates contractors and other major contributors into the project”. Through commitment to mutual project objectives, collaborative problem solving and a joint governance structure, partners pursue collaborative relationships, trust and improved performance. The new definition indicates that PP neither varies with early contractor involvement nor gain and pain share, but varies with the degree of mutual project objectives, collaborative problem solving and joint governance structure. Originality/value PP is a complex concept with no widely accepted definition. The basic framework applied to the formulation of the definition in this project can also be applied to define and implement a partnering project and to define and distinguish between other relationship-based procurement forms.

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MacLeod, Martha L. P., Neil Hanlon, Trish Reay, David Snadden, and Cathy Ulrich. "Partnering for change." Journal of Health Organization and Management 34, no. 3 (November 27, 2019): 255–72. http://dx.doi.org/10.1108/jhom-02-2019-0032.

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Purpose Despite many calls to strengthen connections between health systems and communities as a way to improve primary healthcare, little is known about how new collaborations can effectively alter service provision. The purpose of this paper is to explore how a health authority, municipal leaders and physicians worked together in the process of transforming primary healthcare. Design/methodology/approach A longitudinal qualitative case study was conducted to explore the processes of change at the regional level and within seven communities across Northern British Columbia (BC), Canada. Over three years, 239 interviews were conducted with physicians, municipal leaders, health authority clinicians and leaders and other health and social service providers. Interviews and contextual documents were analyzed and interpreted to articulate how ongoing transformation has occurred. Findings Four overall strategies with nine approaches were apparent. The strategies were partnering for innovation, keeping the focus on people in communities, taking advantage of opportunities for change and encouraging experimentation while managing risk. The strategies have bumped the existing system out of the status quo and are achieving transformation. Key components have been a commitment to a clear end-in-view, a focus on patients, families, and communities, and acting together over time. Originality/value This study illuminates how partnering for primary healthcare transformation is messy and complicated but can create a foundation for whole system change.

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28

Mercer, Kenneth L., and David B. Lafrance. "Partnering for Success." Journal - American Water Works Association 110, no. 1 (January 2018): 2. http://dx.doi.org/10.5942/jawwa.2018.110.0025.

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29

Glazer, Greer, Jeanette Ives Erickson, Laura Mylott, JoAnn Mulready-Shick, and Gaurdia Banister. "Partnering and Leadership." JONA: The Journal of Nursing Administration 41, no. 10 (October 2011): 401–6. http://dx.doi.org/10.1097/nna.0b013e31822edd79.

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Frampton, Susan, and Carol Wahl. "Partnering with Families." AJN, American Journal of Nursing 112, no. 10 (October 2012): 11. http://dx.doi.org/10.1097/01.naj.0000421001.16760.b8.

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Burke, Wendy, and Debbie McLaughlin. "Partnering for Change." AJN, American Journal of Nursing 113, no. 2 (February 2013): 47. http://dx.doi.org/10.1097/01.naj.0000426690.73460.d7.

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Mansoor, Inaam. "Partnering for Progress." Adult Learning 5, no. 6 (July 1994): 23–26. http://dx.doi.org/10.1177/104515959400500613.

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Bolden, Aljernon J. "Community-focused Partnering." Journal of Dental Research 80, no. 11 (November 2001): 1960–61. http://dx.doi.org/10.1177/00220345010800110101.

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Skinner, Mhairi. "Partnering to unwind." Nature Reviews Molecular Cell Biology 12, no. 3 (February 9, 2011): 139. http://dx.doi.org/10.1038/nrm3067.

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Godlee, F. "Partnering with patients." BMJ 346, may14 4 (May 14, 2013): f3153. http://dx.doi.org/10.1136/bmj.f3153.

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Buckley, Peter F. "Partnering With Families." FOCUS 14, no. 3 (July 2016): 343–44. http://dx.doi.org/10.1176/appi.focus.20160010.

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Dexter, Nadine, Barbara Shearer, and Suzanne Nagy. "Partnering with PDAs." Journal of Electronic Resources in Medical Libraries 3, no. 1 (April 21, 2006): 9–16. http://dx.doi.org/10.1300/j383v03n01_02.

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38

Dunn, Dan T., and Claude A. Thomas. "Partnering with Customers." Journal of Business & Industrial Marketing 9, no. 1 (March 1994): 34–40. http://dx.doi.org/10.1108/08858629410053461.

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Mannion, Mike, and Barry Keepence. "Partnering for reuse." ACM SIGSOFT Software Engineering Notes 23, no. 1 (January 1998): 77–80. http://dx.doi.org/10.1145/272263.272283.

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Post, Hillary, and Cara E. Furman. "Partnering with Families." Schools 17, no. 2 (September 1, 2020): 234–54. http://dx.doi.org/10.1086/710945.

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41

Contestabile, Monica. "Partnering with China." Nature Climate Change 1, no. 6 (August 26, 2011): 320. http://dx.doi.org/10.1038/nclimate1207.

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Crane, Travis G., Jennifer P. Felder, Paul J. Thompson, Matthew G. Thompson, and Steve R. Sanders. "Partnering Process Model." Journal of Management in Engineering 13, no. 3 (May 1997): 57–63. http://dx.doi.org/10.1061/(asce)0742-597x(1997)13:3(57).

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Strauss, Richard H. "Partnering for Prevention." Physician and Sportsmedicine 23, no. 6 (June 1995): 3. http://dx.doi.org/10.1080/00913847.1995.11947794.

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Mai, Robert P., Thomas J. Kramer, and Christine A. Luebbert. "Learning Through Partnering." Journal of Community Practice 13, no. 2 (October 11, 2005): 107–22. http://dx.doi.org/10.1300/j125v13n02_08.

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Sowerby, Jennifer. "Partnering pre-schools." Child Care 10, no. 6 (June 2013): 4–5. http://dx.doi.org/10.12968/chca.2013.10.6.4.

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LEE, JENNIFER K., JACKY M. JENNINGS, and JONATHAN M. ELLEN. "Discordant Sexual Partnering." Sexually Transmitted Diseases 30, no. 3 (March 2003): 234–40. http://dx.doi.org/10.1097/00007435-200303000-00012.

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Cashman, Suzanne B., Patricia Flanagan, Matthew A. Silva, and Lucy M. Candib. "Partnering for Health." Journal of Public Health Management and Practice 18, no. 3 (2012): 279–87. http://dx.doi.org/10.1097/phh.0b013e3182294fe7.

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Seifert, Patricia C. "Partnering for quality." AORN Journal 71, no. 3 (March 2000): 466–72. http://dx.doi.org/10.1016/s0001-2092(06)61567-6.

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Gookin, Linda Burman. "Partnering for success." Home Care Provider 1, no. 2 (March 1996): 102–4. http://dx.doi.org/10.1016/s1084-628x(96)90242-7.

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Kirkpatrick, David. "Partnering—not partnership." RUSI Journal 144, no. 3 (June 1999): 78–82. http://dx.doi.org/10.1080/03071849908446407.

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