Managing Conflicts in Joint Venture Projects

Abd-Karim, Saipol Bari; Marani, D.A. Abg; Danuri, Mohd Suhaimi Mohd; Mohamed, Othman

doi:10.22452/ijps.vol4no1.3

Cited by 4 publications

(3 citation statements)

References 19 publications

(24 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Interviewers further elaborated that the use of a dispute resolution mechanism is very much appropriate for this. Besides, there must be a mutual agreement on that mechanism because, according to Karim and Danuri (2014), a lack of mutual understanding of conflict management mechanisms is also a major challenge for JV.…”

Section: Research Findings and Discussionmentioning

confidence: 99%

“…Therefore, conflicts are inevitable in ICJVs, resulting from poor consideration of the above conditions (Rauzana, 2016). According to Karim et al (2014), conflicts are one of the main causes of the failure of ICJVs. Conflicts in the ICJV could result in delays in project completion, reputational damage to the project stakeholders and losses (Atkinson, 1999; Cakmak and Cakmak, 2014).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

An investigation of the conflict management strategies in international construction joint ventures of Sri Lanka

Thilakarathne

Rathnasinghe

Kulatunga

et al. 2022

JFMPC

View full text Add to dashboard Cite

Purpose Most developing countries, such as Sri Lanka (SL), are now looking for the support of foreign construction companies for large-scale infrastructure projects in return for expertise and resources. Thus, foreign companies may enter into agreements with local contractors through joint ventures (JVs). However, the priorities of construction project stakeholders may differ, which may ultimately end up in conflicts. Therefore, this research aims to investigate the most suitable conflict management strategies for international construction JVs (ICJVs) considering the SL context. Design/methodology/approach The mixed method was used for the research choice by selecting a questionnaire survey and expert interviews. Completed questionnaires (n = 78) were analysed using statistical techniques. The expert interviews with six industry practitioners were piloted to increase the validity and credibility of survey findings through a triangulation process where the collected data was analysed through content analysis. Findings The findings confirm that JV parties should first seek collaborative solutions in a conflict and seek legal redress only when those efforts are unsuccessful. Collaborating and compromising were recommended as the most appropriate tactics if an informal approach to conflict management was chosen. Alternative dispute resolution and litigation were identified as formal conflict management strategies. Originality/value This study, to the best of the authors’ knowledge, will be the first of its kind in SL, which will lead to a better understanding of conflict management in IJCVs and will encourage other researchers to extend this study through further work.

show abstract

Section: Research Findings and Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An investigation of the conflict management strategies in international construction joint ventures of Sri Lanka

Thilakarathne

Rathnasinghe

Kulatunga

et al. 2022

JFMPC

View full text Add to dashboard Cite

show abstract

“…Abd-Karim et al (2014) mention discipline, unclear instructions from superiors, and differences in management styles are primary reasons for conflicts in a JV operation. Intrapersonal conflict is also common in a JV, which if not tacked by the managers may result in frustration, complaint, stress, opinion, sarcasm and noncooperation.…”

Section: Overview Of Facility Location Problem and Related Literaturementioning

confidence: 99%

Facility location planning to mitigate strategic conflict in joint operations

Chowdhury

2023

JGOSS

View full text Add to dashboard Cite

Purpose This paper aims to deal with a real-life strategic conflict in joint operations (JOs) for facility location decision and planning in an oil and gas field that stretches over two countries and tries to develop a basis for mitigating such conflict. Design/methodology/approach This paper develops a novel approach using integer linear programming (ILP) to determine optimal facility location considering technical, economic and environmental factors. Strategic decision-making in JOs is also influenced by business priorities of individual partner, sociopolitical issues and other covert factors. The cost-related quantitative factors are normalized using inverse normalization function as these are to be minimized, and qualitative factors that are multi-decision-making criteria are maximized, thus transforming both qualitative and quantitative factors as a single objective of maximization in ILP model. Findings The model identifies the most suitable facility location based on a wide range of factors that would provide maximum benefit in the long term, which will help decision-makers and managers. Research limitations/implications The model can be expanded incorporating other quantitative and qualitative factors such as tax incentives by the government, local bodies and government regulations. Practical implications The applicability of the model is not limited to JOs or oil/gas field, but is applicable to a wide range of sectors. Originality/value The model is transparent and based on rational and scientific basis, which would help in building consensus among the dissenting parties and aid in mitigating strategic conflict. Such type of model for mitigating strategic conflict has not been reported/used before.

show abstract