Ozorhon, B; Arditi, D; Dikmen, I and Birgonul, M T (2008) Implications of culture in the performance of international construction joint ventures. Journal of Construction Engineering and Management, 134(5), pp. 361-370. ISSN 0733-9364
Abstract
Joint ventures have become popular because of their importance as a strategic alternative in global competition. One of the reasons why international joint ventures (IJVs) are difficult to manage is because the cultural distance between IJV partners has significant impact on alliance performance. Since construction projects are highly sensitive to external risks, the effect of the culture in the location in which the IJV operates is also significant. In this study, the effect of cultural similarity/difference relative to the national and organizational characteristics of partner companies on IJV performance is examined through a questionnaire survey. The impact of the cultural similarity/difference between an IJV partner and the host country is also assessed. The results of the study suggest that differences in organizational culture have a greater impact on IJV performance than differences in national and host country culture. The findings also reveal that similarity between the national cultures of IJV partners has a negative effect on IJV performance. The analysis of the data failed to provide evidence that IJV performance is affected by differences between the culture of the host country and the culture of an IJV partner.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | foreign countries; international factors; joint ventures; performance characteristics |
| Index terms: | organizational characteristic, international construction, national culture, joint venture, organizational culture, competition, evidence, questionnaire, construction project, survey |
| Subjects: | cross-cultural studies, sociology, market analysis, production management, business, data collection methods, evaluation and assessment methods, strategic management |
| Topics: | Project Management, Research Practice, Business Strategy, International Construction, Organizational Design |
| 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