Abstract:
Compared with traditional ways of construction procurement, collaboration offers great opportunities and benefits for client, contractor, and all other parties involved in construction project. This thesis provides an overview of the principles of partnering, alliances and joint ventures, defines these strategies in terms of their implementation in New Zealand and explores the industry's attitude towards them.
Twenty two respondents who had experience in collaborative relationships were interviewed to provide a necessary breadth of the construction practitioners' perception
of the collaborative systems implementation. Four case studies illustrate the whole
spectrum of current collaborative practices in New Zealand.
Collaborative strategies in New Zealand construction are used mainly for large-scale,
complex public projects. Since project procurement by definition should be driven by
the clients, the initiative coming through government agencies is very beneficial for the development and the implementation of collaborative practices throughout the New
Zealand construction industry. With the exception of the joint venture strategy, most
collaborative systems in New Zealand are of a short-term nature.
