Mitigation of contractual breaches in international construction joint ventures under conditions of absent legal recourse: case studies from Iran

Mirzaee, Ali Mohammad; Hosseini, M. Reza; Martek, Igor; Rahnamayiezekavat, Payam; Arashpour, Mehrdad

doi:10.1108/ecam-08-2021-0751

Cited by 4 publications

(3 citation statements)

References 57 publications

(122 reference statements)

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“…Data analysis techniques adopted follow a root-cause analysis process [63,99,100]. Accordingly, based on the CMO foundations diagram (Figure 1), root causes and organisational claim performance in Company B were identified.…”

Section: Discussionmentioning

confidence: 99%

“…This study's principal contribution is that integrated X-inefficiency and ambidexterity theories [32,[63][64][65] (which capture the intra-firm irrational managerial decisions, particularly in international firms) can improve claim performance [22]. Specifically, this research contributes to current CMO literature by developing the reference framework on how different influences among the reference framework's elements lead to better organisational claim performance.…”

Section: Contributions To Theorymentioning

confidence: 95%

“…Recently, organisational ambidexterity and X-inefficiency theories have gained some traction as a theoretical foundation to explain intra-firm related phenomena [32,[62][63][64][65]. This present study attempts to integrate the X-inefficiency theory with organisational ambidexterity theory as a plausible choice to improve organisational claim performance.…”

Section: Theories Foundations Of Cmo Within Project-based Organisationsmentioning

confidence: 97%

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Developing a Reference Framework for Claim Management Office: A Multi-Method Approach of an International Construction Firm

2023

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A claim management office (CMO) is a new intra-organisation fit based on an organisational project management (OPM) approach and deals specifically with improving claim performance. However, CMOs are either misunderstood or often overlooked in construction companies, mainly due to ignorance of the OPM context but further exacerbated by a lack of real case study research on how to adopt CMOs in these organisations. To address this knowledge gap, this present study integrates organisational ambidexterity with X-inefficiency theory (due to organisation intra-firm irrational decisions when managing such claims) to generate a reference framework for the CMO by probing its implementation within an international construction firm. A multi-method approach, including a single case study (a firm which adopted a CMO) and internal and external expert panels, was used for sampling, data collection, analysis and validation of the framework. The reference framework provides new perspectives on how construction-related companies and practitioners can adopt a CMO structure, which enables them to improve claims performance by planning in three interrelated activities, viz. function-, process- and performance-based. Theoretically, findings also contribute to the X-inefficiency and organisational ambidexterity theories, specifically, how different influences among the reference framework’s elements lead to better organisational claim performance as a plausible roadmap for future work.

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Section: Discussionmentioning

confidence: 99%