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This paper attempts to propose a conceptual model to explain the micro-level antecedents of absorptive capacity (ACAP) and social context of joint engineering project teams. It delineates ACAP into four dimensions and suggests specific level for each dimension. Revisiting the micro-foundational origin of ACAP, acquisition of partner's embedded knowledge through joint project teams requires complex interaction among individuals, thus the effect of individual differences and perception in the team's context is proposed.

Cohen and Levinthal's assertion on the conceptual affinity that ACAP shares with creative capacity and organizational learning was revisited. Upon synthesizing pertinent literature, individual antecedents were conceptualized, while strategic alliance literature was examined to theorize on the social context.

Propositions relating individual antecedents and social context to associated dimension of ACAP are postulated. Furthermore, the paper suggests a need for further inquest on the implication of cultural differences.

The hypothesized relationships among the constructs are subject to empirical investigation in order to deepen our understanding on individual differences and social contextual effects.

Based on the conceptualized relationships among micro-level antecedents, multidimensional ACAP, and social context, this manuscript recommends some practical guidelines in the context of joint engineering project teams.

This study explicates the micro-level antecedents of ACAP within a joint engineering project team. By integrating individual and social context, it advances multilevel conceptualization of ACAP.

This paper aims to investigate the micro-level antecedents of absorptive capacity (ACAP) based on the multilevel perspective of learning capabilities in asymmetric joint project engineering teams constituted by local employees and expatriates.

The authors integrated the micro-foundational and multilevel learning theories to delineate the individual and team dimensions of ACAP. Using structural equation modelling, the authors tested the hypothesized relationships among the underlying individual determinants and multilevel dimensions of ACAP. The data were collected from a sample of 248 local employees from 76 joint project engineering teams in the Nigerian upstream oil industry.

ACAP entails individual and team capabilities, which depend on prior experience and need for cognition. The creation of shared understanding is essential for the transition of an individual’s knowledge assimilation capability into team’s knowledge utilization capability.

This study contributes to extant understanding of the multilevel perspective of learning capabilities, i.e. ACAP in a knowledge intensive team like joint project engineering.

This study aims to investigate the micro-antecedents of the multidimensional construct of absorptive capacity (ACAP) from the perspective of the individual characteristics underlying learning capability in joint project information and communications technology (ICT) teams. Specifically, the model proposes prior experience and learning goal orientations as the micro-antecedents and delineates ACAP into four dimensions.

The context of study was the joint project teams, set up to facilitate the transfer of knowledge from expatriate to local employees in Malaysian ICT sector. Data collected through the cross-sectional survey of 205 local team members of joint ICT projects in Malaysia were analyzed using structural equation modelling.

Individual’s prior experience and learning orientation were associated with the ability to assimilate and recognize the value of partner’s knowledge, respectively. Furthermore, the hypothesized relationships among the ACAP dimensions were supported, and the mediating effect of shared cognition was confirmed.

The use of cross-sectional and self-reported survey is a major limitation of this study.

Managerial implications are offered on the selection of team members and designing the joint project team.

This study demonstrates prior experience and learning orientation as antecedents of individuals’ learning capability, thereby extending extant conceptualization on the multifaceted nature of ACAP.

International joint ventures offer the appropriate platform for the host partners in an emerging economy to access the external knowledge embedded in the expatriate from foreign partners. However several factors could constrain the acquisition of this knowledge by the local employees who are engaged in the former. The purpose of this paper is to investigate the underlying differences for the individual’s knowledge acquisition capability.

Individual’s knowledge acquisition capability was conceptualized as the individual dimension of absorptive capacity (ACAP). Given the engagement of employees in joint project teams, the team members are expected to differ in their experience and disposition to task. Thus, these differences are considered as predictors of the local team members ACAP, i.e., abilities to: recognize the value of; and assimilate the external knowledge embedded in the foreign partners. The hypothesized model was validated through the results of structural equation modeling on a cross sectional survey of 248 local team members of joint projects in the Nigerian upstream oil industry.

All the hypothesized relationships were supported, with the exception of that between prior experience and ability to recognize the value of knowledge.

This study offers empirical clarification on the underlying differences for individual ACAP within the context of asymmetric joint project teams set up to facilitate knowledge transfer. The findings have implications for academic and practical understanding on the role of individuals in the acquisition of external knowledge.

The purpose of this study is to elucidate the factors that underlie the differences in individual absorptive capacity (ACAP) within the context of joint project teams, following the individual-level perspective on potential ACAP.

The model was empirically validated through structural equation modeling conducted on a cross-sectional survey of 248 local team members of joint projects in the Nigerian upstream oil industry.

Prior experience and learning goal orientation are positively associated with the ability to assimilate knowledge, whereas performance approach goal orientation and need for cognition are positively associated with the ability to recognize the value of knowledge. Surprisingly, no significant relationship exists between prior experience and ability to recognize the value of knowledge. In addition, the positive relationship between ability to recognize the value of knowledge and ability to assimilate knowledge is supported.

This study contributes to the empirical justification of the role of individuals in acquiring and assimilating external knowledge, and extends classroom-based constructs (i.e. need for cognition and goal orientation) to the project domain.

The Indian public sector construction industry is normally driven by traditional contracting practices. Though no formal partnering agreement is being used in public sector projects in India, improvement in Indian public sector organizations could be observed in the post-liberalization era, as they get the opportunities to work with multinational companies from countries with experiences in partnering. The purpose of this study is to explore the extent of partnering strategies being adopted by Indian public sector organizations and identify factors hindering the adoption of formal partnering.

Critical success factors for successful partnering were first identified through literature review. This guided the collection of primary data through semi-structured interviews with 36 top management personnel and secondary data in the form of organizational documents and site reports from several site visits of four public sector construction organizations. The evidence collected from four cases were arranged and compared against organizational strategies of successful partnering.

Most of the strategies adopted by the organizations were found to be in line with the suggested partnering practices. However, partnering performance of these organizations was found to be not satisfactory. This study has identified 14 factors hindering effective partnering such as reservations over joint risk-sharing process, limited bid evaluation criteria, difficulty in time-bound payment to contractor, absence of incentive mechanism, obsolete training procedures and absence of time-bound dispute resolution mechanism.

The research findings are based on a case study with four public sector organizations only. Additional cases need to be undertaken to generalize the findings. Further study should also be undertaken to explore partnering relationships between contractors and subcontractors in public sector projects.

To improve project performance, top management of public sector organizations in India can take these factors into account while formulating strategies on introduction of project partnering in their organizations.

The work is novel providing insights into organizational strategies promoting and hindering partnering in Indian public sector construction organizations.

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.

Based on experience from the UK construction industry, this paper aims to capture the dimensions of the collaborative ethos required for successful implementation of Joint Risk Management, i.e. the cooperative and dynamic risk management approach that continues into the post-contract stage and is jointly undertaken by different project stakeholders.

A mixed methods research approach involving semi-structured interviews and a questionnaire survey was adopted to provide the basis for the statistical analysis encompassing descriptive statistics, non-parametric tests and exploratory factor analysis.

The analysis highlights the critical role of team integration achieved through the diffusion of collaborative values at strategic and practical level. Relevant applications include early stakeholder engagement, common goals and interests, team building activities and contractual flexibility.

This research is beneficial for the industry and academia as it enhances the understanding of an under-utilised management tool and highlights the requirements for its successful implementation.

Knowledge of what makes for quality in adult learning disabilities services does not cascade directly down into grassroots practice. It is instead severely filtered and variously diluted through layers of national policy, local strategy and administrative complexity. In the current difficult climate, quality is not obtained without exposure to the strains and stresses inherent in the dynamics of the health and welfare bureaucracies and their attempts at partnership. Following a largely chronological and descriptive account of attempts to change and develop services in the Greater Glasgow area in the mid‐1990s, consideration is given to the effect of these ‘filters’ in the context of the Greater Glasgow Joint Learning Disability Project.

The purpose of this paper is to investigate relational practices that can improve construction project outcomes in Malaysia.

Based on the literature review, a questionnaire was designed containing 14 relational practices that were identified and grouped under five relational norms. Using a survey questionnaire, data were collected from clients, consultants and contractors in Malaysia’s construction industry. In-depth interviews were conducted to validate the statistical findings.

When contracts are adjustable to address uncertainties, the projects concerned have better cost and quality outcomes. A better schedule outcome is correlated with coordinating and monitoring plans jointly. Open communication and sharing trustworthy project information have been found to produce better client-consultant and consultant-contractor relationships at the end of a project. When parties maintain a social relationship outside of a project, relationships between clients, contractors and consultants also improve significantly.

The findings are not easily generalisable due to the relatively small sample size, low response rate and the data being collected from only three regions in Malaysia.

Clients need to take the lead in adopting relational practices, as these may give rise to warmer relationships and better project outcomes. Showing too much commitment and flexibility may harm the project schedule because of the frequent changes.

This study found that the theory of relational contracting norms applies to Malaysia’s construction industry. The parties do not rely strictly on contract conditions but embrace role integrity, preserve relations and harmony to avoid relational conflict, and achieve their goals through proper means.