Managing strategic relationships in inter-organisational projects
研究了跨组织项目中如何从短期交易关系转向长期战略伙伴关系，基于关系交换理论提出一个七维框架，并通过英国四个标杆项目验证，对项目管理者有参考价值。
Project management literature and project-driven industries such as construction advocate for transforming relationships in construction projects from transactional to strategic. However, the dominance of Transaction Cost Economics (TCE) as the prevailing paradigm in relationship management in inter-organisational projects has confined most relationships to one-off projects, fostering short-termism and transactional interactions, rather than long-term partnerships built on trust. This short-term focus often leads to project underperformance, highlighting TCE’s limitations in managing complex, long-term inter-organisational project relationships. To tackle this issue, this research explores and operationalizes a seven-dimensional framework that builds on Relational Exchange Theory (RET) to analyze how strategic relationships are manifested across four significant inter-organisational projects in the UK, considered exemplars of building strategic relationships. Our research contributes to the theoretical elaboration of RET by proposing several theoretical propositions and a provisional model for managing strategic relationships in inter-organisational projects.