Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/97470
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dc.contributorDepartment of Building and Real Estateen_US
dc.creatorTetteh, MOen_US
dc.creatorChan, APCen_US
dc.creatorDarko, Aen_US
dc.creatorYevu, SKen_US
dc.creatorBoateng, EBen_US
dc.creatorNwaogu, JMen_US
dc.date.accessioned2023-03-06T01:19:19Z-
dc.date.available2023-03-06T01:19:19Z-
dc.identifier.issn0969-9988en_US
dc.identifier.urihttp://hdl.handle.net/10397/97470-
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.rights© Emerald Group Publishing Limited. This AAM is provided for your own personal use only. It may not be used for resale, reprinting, systematic distribution, emailing, or for any other commercial purpose without the permission of the publisher.en_US
dc.rightsThe following publication 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 is published by Emerald and is available at https://doi.org/10.1108/ECAM-07-2020-0512.en_US
dc.subjectBenefitsen_US
dc.subjectConstruction managementen_US
dc.subjectDriversen_US
dc.subjectInternational construction joint venturesen_US
dc.subjectSustainabilityen_US
dc.titleKey drivers for implementing International Construction Joint Ventures (ICJVs) : global insights for sustainable growthen_US
dc.typeJournal/Magazine Articleen_US
dc.description.otherinformationTitle on author’s file: Key drivers for implementing international construction joint ventures: Global insights for sustainable growthen_US
dc.identifier.spage3363en_US
dc.identifier.epage3393en_US
dc.identifier.volume29en_US
dc.identifier.issue9en_US
dc.identifier.doi10.1108/ECAM-07-2020-0512en_US
dcterms.abstractPurpose: 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.en_US
dcterms.abstractDesign/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.en_US
dcterms.abstractFindings: 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.en_US
dcterms.abstractOriginality/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.en_US
dcterms.accessRightsopen accessen_US
dcterms.bibliographicCitationEngineering, construction and architectural management, 24 Nov. 2022, v. 29, no. 9, p. 3363-3393en_US
dcterms.isPartOfEngineering, construction and architectural managementen_US
dcterms.issued2022-11-24-
dc.identifier.scopus2-s2.0-85111641598-
dc.identifier.eissn1365-232Xen_US
dc.description.validate202303 bcww-
dc.description.oaAccepted Manuscripten_US
dc.identifier.FolderNumberBRE-0184-
dc.description.fundingSourceRGCen_US
dc.description.pubStatusPublisheden_US
dc.identifier.OPUS54607411-
dc.description.oaCategoryGreen (AAM)en_US
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