An empirical study on incentives of strategic partnering in China: Views from construction companies

Shaokai Lu, Hong Yan

Research output: Journal article publicationJournal articleAcademic researchpeer-review

40 Citations (Scopus)


This paper gives the results of a survey aimed at identifying the underlying incentives for strategic partnering in China's construction industry. Fourteen common strategic partnering incentives are concluded from the construction companies' perspective and extended to 20 items in questionnaire for data collection and analysis. It is found that through strategic partnering, companies are more likely to access technology, share risks, and improve project-based performance and competitive position. To compare the views from strategic partnering participants in the construction industry, data was collected from two groups of respondents: 80 contractors and 36 consultants. The analysis results reveal that both contractors and consultants consider "competitive position enhancement" and "new market entry" as the most significant incentives for strategic partnering. Conversely, the factors listed under "increased cultural responsiveness" and "project-based" are ranked low.
Original languageEnglish
Pages (from-to)241-249
Number of pages9
JournalInternational Journal of Project Management
Issue number3
Publication statusPublished - 1 Apr 2007


  • China
  • Construction industry
  • Incentives
  • Strategic partnering

ASJC Scopus subject areas

  • Business and International Management
  • Management, Monitoring, Policy and Law
  • Management of Technology and Innovation

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