Over the last decades, the shared human capital promotes the construction of organizational HR Business Partnering (HRBP) model. However, few empirical studies note the role of line manager in HR transition process, and from the line manager’s perspective to research HRBP construction in practice. This study is conducted as case study at the Sany Heavy case organizations and involves its HRBP construction. By analyzing interview transcripts from Sany Heavy’s line managers and HR professionals, this article finds that the complex relationship between line managers and HRs is creating resistance to value of the partnering. To explore problems behind this partnering, the interpretative analysis and social construction perspective are used. The study result suggests that the relationship between the parties is dynamic, complex and dependent upon the sufficient communication between line managers and HRs as well as the clarity role responsibility in the partnership.