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Project partnering has generated considerable attention in the construction industry as a means for transforming hostile, adversarial owner-contractor relationships into a more collaborative, productive team. Empirical support for partnering, however, is limited. The present study used mailed questionnaire data to examine the relationship between specific partnering related activities and project success for 291 construction projects. All of the major partnering activities were found to bedoi:10.1109/17.584926 fatcat:mnj7cwp4mbfa7o6pf6px2q5zqq