|Author:||Tetteh, Mershack Opoku|
|Title:||Determinants of project success for international construction joint ventures in Ghana|
|Advisors:||Chan, P. C. Albert (BRE)|
|Subject:||Joint ventures -- Ghana|
Construction industry -- Ghana -- Management
Hong Kong Polytechnic University -- Dissertations
|Department:||Department of Building and Real Estate|
|Pages:||xxiv, 322 pages : illustrations|
|Abstract:||International construction joint ventures (ICJVs), a hybrid-oriented project-based collaborative arrangement, have evolved as an effective approach to sustainable development, given their myriad socio-economic and environmental benefits. Despite the benefits, performance/success in ICJV comes with great difficulty, and the failure of an ICJV can lead to fatal problems on the project. Many scholars have, therefore, emphasized that the need for effective coordination and management of ICJVs is paramount to their success. However, the successful implementation and management of ICJVs are challenging for especially in developing countries. To enable the successful operation and enhance the performance of ICJVs, it is, therefore, crucial to understand the dynamic issues influencing their performance. This study aims to develop an effective management framework for the successful management and performance of ICJVs in Ghana. Specifically, this research has six objectives: (1) to identify the key drivers for implementing ICJVs in Ghana; (2) to identify and evaluate critical barriers impeding ICJVs success in Ghana; (3) to define and establish practical measures for exercising MC in ICJVs; (4) to develop a complete performance assessment framework for ICJVs in Ghana; (5) to examine the relationship between MC mechanisms and the performance of ICJVs in Ghana; and (6) to develop an effective management framework for ICJVs, contingent on the study's results, to help in facilitating the successful management and performance of ICJVs in Ghana. Developing countries, for many valid reasons, e.g. lack of advanced technology, and various forms of resources, would prefer to undertake ICJV to mitigate risks and acquire technology transfer from the partnered firms, hence studying ICJV in developing countries is timely and important. Focusing on developing countries, such as Ghana, where construction investments via ICJV have been increasing is worthwhile.|
In achieving the stated objectives, a comprehensive literature review and questionnaire surveys with ICJVs practitioners in Ghana were utilized in this study. Various quantitative analysis techniques were used to analyze the data. On the drivers for implementing ICJVs, the results confirmed that different rationales to establish ICJVs are held simultaneously by partnered firms. Factor analysis uncovered two underlying grouped drivers: operational success drivers, and organizational-driven drivers from 14 drivers as common/mutual drivers. More so, two non-overlapping factors including strategic positioning drivers, and market power drivers from 10 drivers were retained as separate drivers. On the barriers impeding ICJVs success, 22 barriers were found to be critical. Most of the critical barriers were attributed to culture, individual, and organizational issues. On the measures for exercising MC in ICJVs, 16 significant mechanisms were identified. The top significant mechanisms were more connected to personnel-driven mechanisms including staffing of corporate board members, staffing of senior executive positions, and key functional areas placement. On the performance assessment framework for ICJVs, confirmatory factor analysis confirmed the significance of five underlying grouped measures, including project-based performance, company/partner-based performance, performance of ICJV management, perceived satisfaction with the ICJV, and socio-environmental performance. On the relationship between MC mechanisms and the performance of ICJVs, PLS-SEM results indicated that personnel and policy MC mechanisms have a significant positive impact on project and socio-environmental performance of ICJVs when foreign partners are involved, while both MC mechanisms highly displayed a positive and significant impact on project performance for local partners. The study concluded that while there are no barrier-free ICJVs, the results highlight the need for partnering firms to align their motivations and strategically build management control structures to promote the achievement of ICJVs goals by weakening the performance impacts of critical barriers. More importantly, an effective management framework for the successful management and performance of ICJVs is proposed based on the overall results. The management framework was further validated by ICJV practitioners in Ghana to confirm its reliability and credibility. This study not only makes significant contributions to the ICJV body of knowledge, especially for developing countries but also helps ICJVs practitioners, policymakers, and stakeholders to manage ICJVs efficiently and effectively and improve their performance.
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