Partnering—New Benefits from Peering Inside the Black Box

This paper provides an overview of research into issues of “why” and “how” the Project-Term Strategic Partnering (“partnering”) process works. A distinction is made between a “first wave” of partnering users influenced by “early-adopter” and “pent-up demand” motivations, and a “second wave” motivated by partnering's record of economic success. The question of a potential difference in the rate of successful partnering between the two waves of groups is explored. The possible need for a different approach to managing interorganizational relationships in second wave partnering attempts is discussed. A model for the transformation of adversarial to partnering relationships is identified. Recommendations are made as to the successful use of this model. The difference between trust-based and reciprocity-governed partnering relationships, and their implications for management policies and decision making are discussed. Four types of “barriers” to partnering are identified: (1) external environment; (2) organizational culture; (3) organizational climate; and (4) organizational structure. Remedies to each barrier are briefly described. Future directions of research are also discussed.