Partnering Contracts and Conflict Levels in Norwegian Construction Projects

The Norwegian construction sector has long struggled with conflict, particularly in large-scale and complex projects, where adversarial practices, rigid procurement systems, and insufficient early collaboration are common. This study explores how partnering contracts, which are collaborative delivery models designed to align stakeholder interests, affect conflict dynamics in real-world settings. Employing a mixed-methods approach, it combines semi-structured interviews with 21 experienced Norwegian construction professionals and a structured survey of 33 industry experts. The findings reveal that partnering can foster trust, improve communication, and reduce adversarial behavior through mechanisms such as early contractor involvement, joint goal setting, and open dialogue. However, participants also identified critical risks: superficial collaboration rituals, ambiguous roles, and unresolved structural inequalities that can exacerbate tensions. Importantly, the study emphasizes that partnering success depends less on the contract itself and more on cultural alignment, stakeholder competence, and long-term relational commitment. These insights contribute to a more nuanced understanding of how collaborative contracting influences conflict mitigation in the Norwegian construction sector.