Recognizing that there exist discrete sets of factors driving the adoption of international construction joint ventures (ICJVs) for different countries, organizations, and stakeholders, this study aims to identify the drivers and integrate them into a classification framework for better understanding. The Virtual Libraries (VL) of respective journals were accessed directly to retrieve the related papers for the study. Popular search engines such as Google Scholar, the Web of Science, and Engineering Village were used to complement the search process. From the review, universal drivers that promote the adoption of ICJVs have been identified for policymakers and stakeholders' realization. The UK, Australia, Singapore, Turkey, and China have been the top countries noted for pioneering ICJV drivers' research. While the bulk of studies has come from developed countries, developing countries have also made a significant contribution. A conceptual framework has been developed to guide, determine and assess the success of ICJVs based on 47 identified drivers. The framework consists of five major categories of ICJV drivers: legal and market-driven drivers, strategic vision drivers, organizational and personal goal drivers, relationship building and operational success drivers and capacity building drivers. These drivers act as a blueprint for the parties to the venture and may determine the success and failure dynamics of the ICJVs operation. The developed framework serves as a guide for all industry practitioners and decision-makers interested in adopting ICJVs. Further, it can facilitate the development of appropriate and effective policies by government agencies to promote the adoption of ICJVs. Moreover, the checklist and
PurposeManagement control is needed in international joint ventures (IJVs) for successful management and performance. While IJV management control and performance concept has been widely explored, in the construction sector, the core understanding of the design of the two concepts is still lacking. This has resulted in the neglect of important questions and directions for research and practice improvement. This study aims to conduct a critical survey of prior studies addressing the conceptualization of management control and performance in IJVs and to propose a framework for studying the performance implications of management control in international construction joint ventures (ICJVs).Design/methodology/approachUsing Scopus database and search terms, a systematic desktop search was conducted to retrieve empirically related peer-reviewed papers for this study.FindingsDrawing on the transaction cost, institutional and relational logic, the first inclusive hypothetical model for studying the relationship between different dimensions of management control mechanism and multiple performance criteria in ICJVs is presented. The model proposes a measurement method for both the management control and performance and explains how they can be established in ICJVs.Practical implicationsThe proposed framework provides a methodology to understand the dynamics of management control and performance implications in ICJV. Specifically, uncovering the critical paths will assist ICJV frontliners to approach management control in a more holistic and systematic way to promote achievement of ICJV goals.Originality/valueThe study gives a firm ground to the construction industry, which is accurate and educational for related fields concentrating on several other forms of cooperative relationships.
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