The article discusses the enactment of a strategic partnership undertaken by a large, multi-site company and several trade unions. The enterprise aimed to institute highly engaged practices of employee and management voice to create a collaborative culture throughout the organization. The study finds that five years since the inception of the project of institutional change, considerable challenges to its embedding and effectiveness remain. It also finds that particular characteristics of the partnership propose resource generation for addressing those challenges and progressing collaborative relations to mutual benefit. Substantive actor effort and organizational learning generate capacity for new relationships. That includes activation of moral capital including toleration, patience, mutual respect, reciprocity and trust
