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Fortune, C and Hinks, J (1999) Quality issues in building project price forecasting: factors affecting model selection. Journal of Construction Procurement, 5(02), 129–40.

Green, S D (1999) Partnering: the propaganda of corporatism?. Journal of Construction Procurement, 5(02), 177–86.

Kaka, A P and Boussabaine, A H (1999) Updating techniques for cumulative cost forecasting on construction projects. Journal of Construction Procurement, 5(02), 141–58.

Kumaraswamy, M M and Chan, D W M (1999) Factors facilitating faster construction. Journal of Construction Procurement, 5(02), 88–98.

Lahdenperä, P (1999) Restructuring the building industry for improved performance. Journal of Construction Procurement, 5(02), 118–28.

Lenard, D (1999) Future challenges in construction management: creating a symbiotic learning environment. Journal of Construction Procurement, 5(02), 197–210.

Muya, M, Price, A D F, Thorpe, A and Edum-Fotwe, F (1999) Application of analytic hierarchy process to the evaluation of logistics factors and their contribution to improvements in construction materials supply. Journal of Construction Procurement, 5(02), 99–117.

Newcombe, R (1999) Procurement as a learning process. Journal of Construction Procurement, 5(02), 211–20.

Ogunlana, S O (1999) Procurement lessons from Solomon's temple project. Journal of Construction Procurement, 5(02), 187–96.

  • Type: Journal Article
  • Keywords: culture; communication; expertise; relationship; trust
  • ISBN/ISSN: 1358-9180
  • URL:
  • Abstract:
    The search for new ideas capable of improving the procurement of facilities is continuing. New systems and methods are being developed within the industry and others are being adapted from other industries. There is general agreement that adversarial relationships are not beneficial and, as such, they should be avoided. Consequently, design and build and other partnering systems are in vogue. In this paper, it is argued that the industry can learn lessons from history. The Jerusalem temple built by King Solomon is a classic example of a project executed to the satisfaction of all the parties involved. The project was executed in an atmosphere of trust, good organization, recognition of expertise and good communication, thus providing valuable lessons that may help in improving harmony on today's projects.

Uher, T E (1999) Partnering performance in Australia. Journal of Construction Procurement, 5(02), 163–76.