Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework
Engineering, Construction and Architectural Management
ISSN: 0969-9988
Article publication date: 26 March 2021
Issue publication date: 8 March 2022
Abstract
Purpose
Management control is needed in international joint ventures (IJVs) for successful management and performance. While IJV management control and performance concept has been widely explored, in the construction sector, the core understanding of the design of the two concepts is still lacking. This has resulted in the neglect of important questions and directions for research and practice improvement. This study aims to conduct a critical survey of prior studies addressing the conceptualization of management control and performance in IJVs and to propose a framework for studying the performance implications of management control in international construction joint ventures (ICJVs).
Design/methodology/approach
Using Scopus database and search terms, a systematic desktop search was conducted to retrieve empirically related peer-reviewed papers for this study.
Findings
Drawing on the transaction cost, institutional and relational logic, the first inclusive hypothetical model for studying the relationship between different dimensions of management control mechanism and multiple performance criteria in ICJVs is presented. The model proposes a measurement method for both the management control and performance and explains how they can be established in ICJVs.
Practical implications
The proposed framework provides a methodology to understand the dynamics of management control and performance implications in ICJV. Specifically, uncovering the critical paths will assist ICJV frontliners to approach management control in a more holistic and systematic way to promote achievement of ICJV goals.
Originality/value
The study gives a firm ground to the construction industry, which is accurate and educational for related fields concentrating on several other forms of cooperative relationships.
Keywords
Acknowledgements
This paper is part of a broader-scope Ph.D. study on determinants of success for international construction joint ventures in Ghana, where related papers, however, with diverse scopes and objectives have been published. The authors acknowledge the Department of Building and Real Estate of The Hong Kong Polytechnic University for funding this research. More importantly, it is acknowledged that the research methodological framework reported in this paper shares a similar background and design with that of other papers produced and published. Acknowledgment is finally due to the editors and anonymous reviewers who provided constructive comments and suggestions that helped to improve this paper.
Citation
Tetteh, M.O., Chan, A.P.C., Ameyaw, E.E., Darko, A., Yevu, S.K. and Boateng, E.B. (2022), "Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework", Engineering, Construction and Architectural Management, Vol. 29 No. 2, pp. 755-781. https://doi.org/10.1108/ECAM-07-2020-0579
Publisher
:Emerald Publishing Limited
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