Walker, D H T and Johannes, D (2001) Organizational learning intentions and joint ventures in Hong Kong infrastructure projects: A pilot study. In: Akintoye, A (ed.) Proceedings of 17th Annual ARCOM Conference, 5-7 September 2001, Salford, UK.
Abstract
Organizations increasingly bridge capacity gaps when providing goods or services through collaboration. Forms of collaboration include partnerships, alliances and joint ventures. Infrastructure projects in Hong Kong often require clusters of resources, skills and capabilities that are difficult to obtain for any single organization to source using in-house resources. Large infrastructure providers have sought to overcome this problem by forming joint ventures (JVs) and other forms of relationships to co-operatively undertake these projects. One motivation for establishing these relationships is to spread financial and other risk. Another motivation is to capture learning so that this hidden and intangible asset may applied later to improve their competitive advantage. Results from a pilot study investigating the nature of the JV relationship in Hong Kong are reported upon in this paper. This research focused upon organizational learning intentions of interviewed JV representatives. It explored why learning from JV partners was deemed important by respondents and intended strategies that facilitate this learning. Results indicate that respondents have a strong strategic desire for learning from partners in collaborative relations that deliver these projects.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | joint ventures; organizational learning; relationship management |
| Index terms: | organizational learning, joint venture, relationship management, partnership, infrastructure project, collaboration, competitive advantage, Hong Kong, motivation, capacity gap, strategy |
| Subjects: | Geography, management, partnership management, market analysis, professional development, psychology, infrastructure and transport systems, business |
| Topics: | Organizational Design, Stakeholder Management, Business Strategy, Research Practice, Engineering Principles, Human Resources, Geographical Context, Information Management |
| Descriptive scope: | 2 PC |
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