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The paper analyses main dimensions and consequences of deregulation in the Danish construction industry. Previous research has often conceptualized deregulation in terms of either the dismantling of states’ regulatory capacity or the layering of initiatives upon existing structures. Using Foucault’s concept of governmentality, we contribute further to this discussion by conceptualizing the process of deregulation as a socio-spatial transformation. This is a complex process of transformative change involving the opening and reconfiguration of institutional spaces. Drawing on an analysis of historical and current developments and changing modes of construction governance in Denmark, we show how the construction sector in the 1940–1960s was rendered governable by disciplinary power in order to achieve national modernization. We then illustrate how the developments since the early 1990s have been moulded in a neoliberal governmentality, with a focus on deregulation and the establishment of free markets. On the basis, we discuss the consequences of a shift in governmentalities, suggesting that new deliberative spaces in the form of mediating and interstitial institutions are likely to be in demand for in order to transgress the bounds of neoliberalism and ensure commitment for alternative development agendas.

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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