Key drivers for implementing international construction joint ventures (ICJVs): global insights for sustainable growth
Engineering, Construction and Architectural Management
ISSN: 0969-9988
Article publication date: 3 August 2021
Issue publication date: 24 November 2022
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.
Keywords
Acknowledgements
This paper is part of a broader-scope PhD study on Determinants of success for international construction joint ventures in Ghana. The authors acknowledge that this paper shares a similar background and methodology with other related papers published by the author, however with different scopes and objectives. The authors acknowledge funding from the Department of Building and Real Estate of The Hong Kong Polytechnic University for this research. The authors are also grateful to the experts who participated in the international questionnaire survey. Acknowledgement is finally due to the editors and anonymous reviewers who provided constructive comments and suggestions that helped to improve this paper.Declaration of competing interest: The authors certify that the manuscript titled “Key drivers for implementing international construction joint ventures: global insights for sustainable growth” has not been published neither is it under consideration elsewhere.
Citation
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, Vol. 29 No. 9, pp. 3363-3393. https://doi.org/10.1108/ECAM-07-2020-0512
Publisher
:Emerald Publishing Limited
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