Tetteh, M O; Chan, A P C; Darko, A; Yevu, S K; Boateng, E B and Nwaogu, J M (2022) Key drivers for implementing international construction joint ventures (icjvs): Global insights for sustainable growth. Engineering, Construction and Architectural Management, 29(9), pp. 3363-3393. ISSN 0969-9988
Abstract
Purpose: International construction joint ventures (ICJVs) are an effective strategy for construction companies worldwide for delivering large and complex projects. Despite numerous ICJVs studies, there is a lack of comprehensive empirical examination of what drives ICJVs implementation. This study aims to investigate the key drivers for implementing ICJVs through an international survey. Design/methodology/approach: Grounded on a comprehensive literature review and structured questionnaire survey, 123 ICJV experts' responses from 24 different countries/jurisdictions were analyzed using inferential and descriptive statistics. Mann–Whitney U test was used to determine any divergence of ranking of the drivers by the experts. Factor analysis (FA) was used to identify the clusters underlying the key drivers. Rank agreement analysis was later used to investigate the consensus between experts from developing and developed countries/jurisdictions on their ranking of the clusters. Findings: Out of 34 factors, 26 factors greatly drive the implementation of ICJVs. Mann–Whitney U test results prove the absence of significant disparity among the experts in the ranking of the drivers. Six clusters were obtained through factor analysis (FA), namely, market-penetration and innovation-driven drivers, legal and market-driven drivers, fiscal incentives and market expansion drivers, personal branding drivers, sustainable advantage/power drivers and industrial and organizational promotion drivers. Rank agreement analysis exhibited varied levels of concurrence between professionals from developed and developing countries/jurisdictions. Practical implications: The appreciation of the factors motivating ICJVs is beneficial to the successful implementation of ICJV strategies. A clear understanding of the drivers can help practitioners and policymakers to customize their ICJVs to reap the expected benefits. Originality/value: The study has generated valuable insights into the factors that are greatly driving the implementation of ICJVs worldwide. While the findings of this study provide a profound contribution to theory and practice, it contributes to sustainable growth in different perspectives.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | benefits; construction management; drivers; international construction joint ventures; sustainability |
| Index terms: | joint venture, promotion, international construction, factor analysis, implementation, complex project, disparity, penetration, statistics, developing country, international survey, developing and developed country, literature review, strategy, jurisdiction, survey, construction company, methodology, practitioner, questionnaire |
| Subjects: | practitioner, data collection methods, strategic management, business, mathematical modelling, organization, contractual arrangements, data analysis and analytics, legal systems, strategic project management, research products and data, development economics, management, economic development, research methods, statistical analysis, market analysis, social justice |
| Topics: | Roles and Professions, Procurement, Business Strategy, Research Practice, Project Management, Legal Issues, International Construction, Ethics, Human Resources |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here