SavedAdd your journal

Journals / Eurasian Journal of Civil Engineering and Architecture / 2018 / Cilt: 2 - Sayı: 2

Performance Characteristics of International Joint Ventures in Construction

Guzin AYDOGAN
Pages
86–96
Publication Date
2018-12-01
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

The findings of this study can be used in further studies concerning about performance models of IJVs in construction as well as can be used by international contractors.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Joint ventures have become a very popular strategy among international contractors over the past three decades, since it allows achieving a temporary partnership between the participating firms in a project environment.
📊
Key Findings & Data:Thus, managing international joint ventures (IJVs) and measuring the performance of IJVs in construction have become one of the most popular subjects of the literature after 2000.
💡
Conclusion & Impact:The findings of this study can be used in further studies concerning about performance models of IJVs in construction as well as can be used by international contractors.
🔬Design:Review & Systematic Survey
📍Scope:2000 Verileri
⚙️Variables:construction management · international construction · joint-ventures

Abstract

Joint ventures have become a very popular strategy among international contractors over the past three decades, since it allows achieving a temporary partnership between the participating firms in a project environment. Partners can combine their distinctive competencies and complementary resources for the period of a project as well as they can share project related and host country related risks. This situation also allows international contractors to conform to the host government policies. Besides these advantages, IJVs are difficult to manage due to diversification in the goals of partners and the host country related risk factors. Thus, managing international joint ventures (IJVs) and measuring the performance of IJVs in construction have become one of the most popular subjects of the literature after 2000. However, there isn’t any study concerning the key performance characteristics of IJVs in construction depending on empirical analysis and meta-analysis. That’s why; the main aim of this study is to determine the key performance characteristics of international construction joint-ventures through a literature review both in management science literature and construction management literature by using meta-analysis technique. The findings of this study can be used in further studies concerning about performance models of IJVs in construction as well as can be used by international contractors.

🔖

Cite This Article

AYDOGAN, G. (2018). Performance Characteristics of International Joint Ventures in Construction. Eurasian Journal of Civil Engineering and Architecture, Cilt: 2 - Sayı: 2, 86–96. https://ajindex.com/articles/830555

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (13)

  1. Beamish P.W. & Lupton, N.C. 2009. Managing Joint Ventures. Academy of Management Perspectives, May, 75-94.
  2. Bing, B.L. & Tiong, R.L.K. 1999. Risk management model for international construction joint ventures. Journal of Construction Engineering and Management, 125(5), 377-384.
  3. Boateng, A. & Glaister, K.W. 2002. Performance of international joint ventures: evidence for West Africa. International Business Review, 11, 523-541.
  4. Carillo, P. 1996. Managing knowledge: lessons from the oil and gas sector. Construction Management and Economics, 22(6) 63- 642. Chan, E.H.W. and. Tse, E.Y.C. 2003. Cultural Considerations in International Construction Contracts. Journal of Construction Engineering and Management, 129(4), 375-381.
  5. Cheng, E.W.L., Li, H., Love, P.E.D. & Irani, Z. 2004. Strategic alliances: a model for establishing long-term commitment to inter-organizational relations in construction. Building and Environment, 39, 458-469.
  6. Child, J. 2002. A configurational analysis of international joint ventures. Organization Studies, 23(5), 781-815.
  7. Choi, C.B. & Beamish, P.W. 2004. Split management control and international joint venture performance. Journal of International Business Studies, 35, 201-215.
  8. Fang, E. & Zou, S. 2009. Antecedents and consequences of marketing dynamic capabilities in international joint ventures. Journal of International Business Studies, 40, 742-761. Fisher T.F. & Ranasinghe, M. 2001. Culture and foreign companies' choice of entry mode: the case of the Singapore building and construction industry. Construction Management and Economics, 19(4), 343-353. Gale A. & Luo, J. 2004. Factors affecting construction joint ventures in China. International Journal of Project Management, 22, 33–42.
  9. Girmscheid, G. & Brockmann, C. 2010. Inter- and Intraorganizational Trust in International Construction Joint Ventures. Journal of Construction Engineering and Management, 136(3), 353-360.
  10. Glaister, K.W. & Buckley, P.J. 1998. Management–performance relationships in UK joint ventures. International Business Review, 7, 235-257.
  11. Ho, S.P., Lin, Y.H., Wu, H.L. & Chu, W. 2009. Empirical test of a model for organizational governance structure choices in construction joint ventures. Construction Management and Economics, 27(3), 315-324.
  12. Kenley, R. 1988. The role of meta-analysis in construction management research. 14th Annual ARCOM Conference, 9-11 September 1998, University of Reading. Association of Researchers in Construction Management, Vol. 1, 31-8.
  13. Kwok-Chun, W.