Impacts of Governance Structure Strategies on the Performance of Construction Joint Ventures

Lin, Yi‐Hsin; Ho, S. Ping

doi:10.1061/(asce)co.1943-7862.0000619

Cited by 25 publications

(36 citation statements)

References 38 publications

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“…Accordingly, cost, schedule and quality were selected as the objective indicators to evaluate ICJV project performance. In order to measure ICJV project performance from both objective and subjective aspects, client satisfaction which was used by numerous researchers in the context of ICJV projects was selected as the subjective indicator to evaluate ICJV project performance (Bener and Glaister, 2010b; Lin and Ho, 2012; Mohamed, 2003; Ozorhon et al , 2010). In this research, ICJV project performance is measured by respondents' perceptions of cost, schedule, quality and client satisfaction.…”

Section: Methodsmentioning

confidence: 99%

Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

Liu

Cui

Feng

et al. 2020

ECAM

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PurposeCultural differences have been frequently cited as a major source of risks for international joint ventures (IJVs). Cultural differences may cause extensive conflicts in technology, norms and emotion among the international joint venture (IJV) partners. The purpose of this study is to explore the interactive effects of national culture differences (NCDs) and conflict management approaches on the performance of international construction joint ventures (ICJV).Design/methodology/approachData were collected using a questionnaire survey method with 143 valid responses. Partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses.FindingsIt was found that ICJV performance declined with a high degree of NCDs. The negative effect of NCDs on ICJV performance was mitigated by adopting the cooperative conflict management approach; while it was aggravated by adopting the competitive conflict management approach. The findings may provide an alternative way (i.e. adopting the cooperative conflict management approach rather than avoiding or competitive approaches) to address the cultural conflicts in the multicultural project management teams.Practical implicationsFirstly, as NCD negatively impacts performance of ICJVs, project managers should pay attention to cultural issues and learn how to manage them; Secondly, as cooperative and competitive conflict management approaches have different moderating effects on the relationship between NCD and ICJV performance, project managers must choose appropriate conflict management styles in multination teams. Thirdly, as the avoiding approach has no significant moderating effect on the negative relationship between NCD and ICJV performance, it is important for Chinese partners not to employ avoiding approach to deal with conflicts in ICJV.Originality/valueThis study uniquely adds to the literature on cultural issues in managing ICJVs by integrating the moderating effects of conflict management approaches. The interactive effects of conflict management approaches and national cultural differences on ICJV project performance may contribute to the theories regarding conflict management theory in the context of cross-cultural management.

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Section: Methodsmentioning

confidence: 99%

Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

Liu

Cui

Feng

et al. 2020

ECAM

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“…CJVs are frequent in large-scale projects, which induces a managerial challenge. To deal with this, two governance structures were observed: integrated joint-ventures characterized by shared decision-making and high coordination; and non-integrated joint-ventures where each partner makes their own decisions and there is no need for higher levels of coordination [42,43].…”

Section: Joint Ventures (Jvs)mentioning

confidence: 99%

Collaborative Interorganizational Relationships in a Project-Based Industry

et al. 2021

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The project-based construction industry finds itself in a paradoxical situation: while it weighs heavily in the world economy, it does have a history of low productivity. One important issue that plagues the industry is related to the challenges that stem from collaborative efforts (or lack thereof) between actors. The objective of this paper is to explore how actors of the construction industry organize their inter-firm relationships while examining the characteristics of such interactions and the elements affecting them (drivers, barriers, facilitators, outcomes). These interactions and elements were uncovered using a systematic literature review. A qualitative content analysis was carried out to categorize these elements and to generate dimensions describing the forms. The 139 articles retrieved depicted 12 relational forms established between construction companies (in descending order of citation): partnering, alliancing, project delivery methods, supply chain integration, joint ventures, integrated project delivery, joint risk management, collaborative design, contingent collaboration, quasi-fixed network, resource sharing, and collaborative planning. A multitude of drivers, barriers, facilitators, and outcomes were found. An analysis of the results led to the conceptualization of a multidimensional profile, which allows for a practical and flexible identification of the relationship form potential partners in the construction sector intend to establish. To provide guidelines for the implementation of this profile, a three-step framework was developed.

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“…Oliver (1997) emphasized that quality of an organization's relationship with its task environment (developers, subcontractors, suppliers, and banks) positively affects the profitability and productivity. More recently, Lin & Ho (2013) stated that, in the construction industry, jointly managed joint-ventures perform slightly better than separately managed ones. Nevertheless, there is a lack of research on SMEs in this field.…”

Section: The Relationship Between Cooperation and Company Performancementioning

confidence: 99%

Dimensions of Intercompany Cooperation in the Construction Industry and their Relations to Performance of SMEs

Michna

Kmieciak

Czerwińska-Lubszczyk

2020

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Cooperation between companies is widely believed to have positive impact on their performance. However, there is insufficient empirical research on relationships between these constructs in small and medium-sized enterprises (SMEs) in the construction industry. Moreover, cooperation is a complex and multidimensional phenomenon, and it is interesting how different dimensions of cooperation may influence the company’s performance. To bridge the research gap, the following study is performed, which: (1) identifies dimensions of intercompany cooperation, and (2) examines the relationships between dimensions of cooperation and the performance of SMEs. Eight dimensions of cooperation were identified, based on 125 observations obtained from Polish construction SMEs. It appears that a company’s openness to cooperation is dependent on the company’s maturity and the competition between partners. Surprisingly, no significant connection was observed between the cooperation, financial performance and the change in the number of employees. It is considered that the cooperation in the construction industry, although not related to financial performance in a significant or direct way, is common and may be essential for the survival of SMEs.

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Impacts of Governance Structure Strategies on the Performance of Construction Joint Ventures

Cited by 25 publications

References 38 publications

Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

Collaborative Interorganizational Relationships in a Project-Based Industry

Dimensions of Intercompany Cooperation in the Construction Industry and their Relations to Performance of SMEs

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