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Purpose -Strategic partnerships and construction supply chain management are claimed to improve productivity through their capabilities of managing internal and external relations between stakeholders. Thus, this study aims to present an analysis of a major Danish contractor group's efforts to increase performances by building trust and long-term relationships across stakeholders of complex building projects with use of these managerial initiatives.Design/Methodology/Approach -Scrutinising the social reality of the group, neo-institutional theory provides the analytical lens of an interpretivist case study drawing on empirical data (i.e. interviews and observations) collected through one year of enrolment in the group.Findings -Findings reveals that internal organisational circumstances negatively influence the efforts to implement logics of strategic partnerships and construction supply chain management. Nevertheless, we propose organisational practitioners to obtain the perspectives of hybridisation as a fruitful concept for creating productive interactions between otherwise distinct managerial logics.Research Limitations/Implications -The triangulation of the interpretivist data is limited to generalisations based on only one group operating in the Danish construction industry. However, the assumption is that critical implications of hybridity address generic issues across the industry.Practical Implications -Organisational practitioners should experiment with hybridity of managerial mechanisms and dynamics, which potentially can influence the construction industry positively by innovating the operational performances in the entire value chain.Originality/Value -The inquiry contributes to the puzzle of integrating strategic partnerships and construction supply chain management by rethinking dualism of logics generating alternatives of how hybridity can increase performance by combining various aspects of managerial initiatives.

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