This paper uses the asset value enhancement model to look at strategic partnering in construction.

Existing theories assume that participants involved in strategic temporary project organisations established to take responsibility for a portfolio of social infrastructure projects (as opposed to a single project) continue to learn as they move from the first project to the next, and so forth. Unless there are contractual incentives for participants involved they may fail to learn collectively or even as individuals, a prerequisite to be successful.

Adapted from existing theoretic frameworks, an Asset Value Enhancement Model is introduced, aimed to contribute to the body of science in strategic temporary project organizations that may face the challenge of sustaining long-term performance of their underlying assets, in the absence of competitive pressure. It may also support participants involved in complex procurement systems, or for policy makers developing new legislation to think about ways to more effectively incentivise collective learning. The theoretic framework is adapted from existing models and founded on principles of organisational learning, total quality management, and continuous improvement.



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