Review of Concepts and Trends in International Construction Joint Ventures Research

Tetteh, Mershack Opoku; Chan, Albert P.C.

doi:10.1061/(asce)co.1943-7862.0001693

Cited by 25 publications

(22 citation statements)

References 74 publications

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“…The question of how to better transfer knowledge between partners of CJVs should be addressed along with investigations on conflict contingencies and resolution. Because CJVs can be an international relational form, more attention should be given to developing countries [41];…”

Section: Discussionmentioning

confidence: 99%

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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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Section: Discussionmentioning

confidence: 99%

“…Partners have responsibilities towards each other (JV contract) and towards the client (construction contract). This double contract regulation distinguishes CJVs from other JV types [41,42]. CJVs are frequent in large-scale projects, which induces a managerial challenge.…”

Section: Joint Ventures (Jvs)mentioning

confidence: 99%

Collaborative Interorganizational Relationships in a Project-Based Industry

et al. 2021

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“…In order to overcome the project-specific risk in the international market, appropriate partner selection, agreement, sub-contracting, fair engineering contract and good relation with authorities are recommended (Lee and Schaufelberger, 2013). For more complex and large-scale construction, projects international construction joint ventures are recommended (Cui et al, 2019;Tetteh and Chan, 2019).…”

Section: International Construction Projectsmentioning

confidence: 99%

Critical risk factors in international construction projects

Viswanathan

Jha

2020

ECAM

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Purpose International construction projects encompass various risks, and it is essential to evaluate and manage them to achieve project and firms’ success. As approaches to addressing international market risks vary from one country to another, the purpose of this paper is to identify the critical risk factors of embarking on international construction projects according to Indian experiences. Design/methodology/approach After primarily verifying the identified 26 risk variables, a questionnaire survey was conducted to draw upon the views of experts who possess international project experience. The 105 responses were analyzed using univariate and multivariate techniques. An analysis of variance identified the significant variables that influence overall performance on international construction projects, which were then grouped according to underlying relationships using factor analysis to determine the specific risk factors. Furthermore, considering these risk factors as independent variables and overall project performance as a dependent variable, a stepwise regression analysis was carried out to identify relatively critical risk factors. Findings The results revealed that of the identified four risk factors, the project-specific risk factor emerged as the foremost critical risk factor, the economic and market-specific risk factor was the second most critical risk factor, the firm-specific risk factor was the third most critical risk factor and the political-specific risk factor was the least critical risk factor. These findings were also validated appropriately. Research limitations/implications This study was limited to the data acquired from Indian construction firms, predominantly consultants and contractors. Though the survey respondents possessed adequate familiarity in international construction, commonly perceived limitations in self-reported surveys such as the lack of conscientious responses and reporting bias were not an exception in this research. Practical implications The risk factors and their criticality – as identified in this study – can aid the multinational firms and international aspirants to prioritize the critical aspects and develop a suitable risk mitigation strategy to achieve greater project success in international market. Originality/value By investigating the various risk factors that influence overall performance of international construction projects, this research considerably contributes to the body of knowledge pertaining to international construction risk management that will enable firms from India and similar developing nations to emphasize on critical risk factors.

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“…Thus, the models are too theoretical which Kamminga and Meer-Kooistra (2007) described as “abstract models” because they failed to consider the operational characteristics of organizations. Accordingly, an integrated perspective of mapping diverse management control to multiple performance dimensions has yet to be accomplished (Tetteh and Chan, 2019). The duration precision coupled with the complex contractual, environmental, organizational and technical characteristics of an ICJV means different performance and management control views.…”

Section: Introductionmentioning

confidence: 99%

“…The figure below (Figure 1) displays the differences between ICJVs and IJVs. For more information about the dissimilarities, the reader is referred to Girmscheid and Brockmann (2010) and Tetteh and Chan (2019).…”

Section: Introductionmentioning

confidence: 99%

Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework

Tetteh

Chan

Ameyaw

et al. 2021

ECAM

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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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Review of Concepts and Trends in International Construction Joint Ventures Research

Cited by 25 publications

References 74 publications

Collaborative Interorganizational Relationships in a Project-Based Industry

Collaborative Interorganizational Relationships in a Project-Based Industry

Critical risk factors in international construction projects

Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework

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