Factors affecting international construction joint ventures: a systematic literature review

Determinants for Coopetition Strategies of International Joint Ventures in High-Speed Railway Projects

“…For example, Antolín-López et al (2016 performed an in-depth study comparing the contributions of different stakeholders by establishing a system of indicators. A more recent study by Tetteh et al (2020) explicitly confirmed that the conflicts as one of the top 10 barrier factors jeopardized IJVs success. And the function of IJVs as tools for the transfer of technology and knowledge has been highlighted by Ganesan and Kelsey (2006).…”

“…While focusing on the cooperation among the members of IJVs, some research concentrated on risk-sharing and management (Zhao et al, 2013;Hwang et al, 2016;Tetteh et al, 2020). For example, Tetteh et al (2020) identified six groups of 53 risk factors and proposed a conceptual framework for managing risks in IJVs operation. Additionally, some research concentrated on the cooperation performance of IJVs (Ozorhon et al, 2008a(Ozorhon et al, , 2008b(Ozorhon et al, , 2011.…”

“…Additionally, the multilateral cooperation mode, such as the Group of 20, Asia-Pacific Economic Cooperation, the Shanghai Cooperation Organization, the Forum on China-Africa Cooperation, and the World Economic Forum have laid a solid foundation for Chinese HSR contractors to explore international markets and promote the Belt and Road Initiative. (3) At the firm level, the support from the management of firms can lay a solid foundation for winning the bidding, such as organizing technical teams to conduct on-site research and project feasibility studies (Cheng et al, 2000;Tetteh et al, 2020). For example, for the sake of obtaining the Jakarta-Bandung HSR project, the members of IJVs have been tracking the project for many years, and have equipped the project with human and financial resources, such as in-depth market investigation, preliminary feasibility study, and real-time market demand monitoring.…”

“…(3) From the perspective of the firm level, the firms forming the IJVs should establish a non-flexible organization structure to efficiently connect to IJVs, through setting up a professional working department to meet and adapt the target requirements to the problems during the implementation of the projects (Cheng et al, 2000;Tetteh et al, 2020 (4) Furthermore, at the firm level, an international team of professional personnel with rich and high-quality experience could have a positive impact on the implementation of the coopetition strategy (Zhang et al, 2019). For example, in the Mecca-Medina HSR project, from the project manager to the foreman can communicate with the local people in English and Arabic.…”

“…To improve employees' enthusiasm, the IJVs can establish a systematic salaries and benefits system and explore various incentive methods. Moreover, building a multi-level and systematic training system, such as thematic training, enhances the knowledge literacy of employees (Tetteh et al, 2020).…”