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Recent researchinto construction supply chain, has identified need to pursue the drivers for effective collaborative working in construction project delivery. Identification and implementation of the drivers for effective collaboration is deemed to be the precursor for optimising the benefits of collaborative working in construction project delivery. However, there has been little research that focus on key drivers of collaborative working in the construction sector compared to the manufacturing, production and service delivery sectors. The aim of this study is to identify the key drivers for effective collaborative working in construction project delivery. The study primarily adopted an exploratory qualitative design using interviews on three case study projectsthatadopted collaborative working in South Africa. The data was analysed using thematic analysis. The results revealed, efficient operational governance practices in team work, effective Integration strategies in team management and people andenvironmental management strategies as the three main factor drivers for effective collaboration in construction business and project delivery. It further established effective communication, building trust, managerial and employee support & motivation and effective leadership as the under bedding tenets of these driving themes. The findings thus affirmed that the human behavioural and environmental factors cannot be overlooked if effective collaborative working in construction project delivery can be achieved. The drivers for effective collaborative working could be diverse with limited understanding of the key factors in the construction industry. The study has given an understanding of the key drivers of effective collaboration thatcan help stakeholders and practitioners to operationalise the factors in order to optimise the benefits of collaborative working in construction supply chain.

Collaborative working (CW) has emerged as a key innovative procurement concept adapted to construction projects in an effort to improving performance, ameliorating the fragmentation and adversarial nature associated with traditional models in project delivery. In spite of the concept gaining increasing acceptance in the global construction industry, several studies have highlighted social barriers that hinder effective CW in construction supply chain. However, growing interest in improving effective CW in construction has not been matched by empirical knowledge that captures the understanding of the social behaviours behind the social barriers. Using an exploratory research design on three case studies, this study revealed personal cognitive domain, behavioural and environmental factors as the dimensions of social barriers to CW in construction supply chain. By understanding these dimensions, stakeholders and practitioners can better evolve approaches tailored at improving the social environment of CW in construction supply chains.

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