Purpose: The purpose of this paper is to investigate the Last-Planner-System’s impact on project cultures in terms of partnering. Design/methodology/approach: A case study was performed using multiple data gathering approaches. The project cultures of three projects not applying the Last-Planner-System were compared with three projects that apply the Last-Planner-System. In total, 30 participants were involved in the study. Semi-structured interviews were held and analysed by applying qualitative content analysis. Also, the “organizational culture assessment instrument”, which belongs to the “competing values framework”, was used by means of an online survey. Findings: The Last-Planner-System leads to increased levels of mutual understanding and control about the tasks and issues of the other parties. This detailed overview leads towards a more distinguished evaluation of the trustworthiness of individuals. This does not necessarily lead to a partnering project culture. Originality/value: The contribution to research is that higher levels of transparency and mutual understanding do not necessarily lead to a high level of trust. Rather, transparency could be seen as a controlling mechanism that leads to better-founded estimations about the trustworthiness of others in the project.@en

This paper examines the current state of project cultures in the German turnkey construction industry and the ideal project cultures in terms of partnering from the perspective of various key stakeholders (i.e., Investors, General Contractors, (Sub-)Contractors and Designers). To investigate the current and ideal cultures, data were gathered among the key stakeholders by means of a survey study with 72 respondents divided over 12 companies. The respondents rated the current and desired cultures by using the Organizational Culture Assessment Instrument, which belongs to the Competing Values Framework. The investigations show many similarities and differences between the stakeholder perspectives of the current and the idealized partnering project cultures. Mainly, the General Contractors desire more cooperative behaviors than the (Sub-)Contractors, and the Investors desire more pronounced flexibility than the General Contractors. All stakeholders desire a cultural change from highly competitive behaviors toward more cooperation. Changes in terms of clear procedures or more flexibility are only desired by the Designers. Defining both the current and an ideal partnering project culture enables academics and project managers to compare their actual project cultures to an ideal situation. With such an approach, academics and project managers could measure whether new tools or changes in resources affect their project cultures toward a partnering project culture.@en