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    Impacts of Governance Structure Strategies on the Performance of Construction Joint Ventures

    Source: Journal of Construction Engineering and Management:;2013:;Volume ( 139 ):;issue: 003
    Author:
    Yi-Hsin Lin
    ,
    S. Ping Ho
    DOI: 10.1061/(ASCE)CO.1943-7862.0000619
    Publisher: American Society of Civil Engineers
    Abstract: In the construction industry, construction joint ventures (CJVs) have become one of the major organizational forms utilized in large-scale projects. However, because of the complexity of CJVs, the management of CJVs is much more difficult than that of usual projects undertaken by a single construction firm. Ineffective management and cooperation in JVs usually lead to poor performance. This study aims to investigate the performance impacts of governance structure strategies. In particular, this paper addresses two issues by empirically examining (1) the relationships between governance structure fit and CJV performance, and (2) whether jointly managed JVs (JMJs) and separately managed JVs (SMJs) perform equally well while holding the same level of governance structure fit. First, it is confirmed that governance structure fit has significant positive impacts on CJV performance. Second, it is found that JMJs perform slightly better than SMJs, all else being equal. Strategy implications based on the empirical results are also proposed and discussed in this paper. This paper contributes to the construction management literature by providing empirical evidence on the importance of governance structure fit and on the relative performance impacts of JMJs and SMJs. The results may also help practitioners by providing the guidance for organizational governance choices in CJVs.
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      Impacts of Governance Structure Strategies on the Performance of Construction Joint Ventures

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    http://yetl.yabesh.ir/yetl1/handle/yetl/58788
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    contributor authorYi-Hsin Lin
    contributor authorS. Ping Ho
    date accessioned2017-05-08T21:39:53Z
    date available2017-05-08T21:39:53Z
    date copyrightMarch 2013
    date issued2013
    identifier other%28asce%29co%2E1943-7862%2E0000626.pdf
    identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/58788
    description abstractIn the construction industry, construction joint ventures (CJVs) have become one of the major organizational forms utilized in large-scale projects. However, because of the complexity of CJVs, the management of CJVs is much more difficult than that of usual projects undertaken by a single construction firm. Ineffective management and cooperation in JVs usually lead to poor performance. This study aims to investigate the performance impacts of governance structure strategies. In particular, this paper addresses two issues by empirically examining (1) the relationships between governance structure fit and CJV performance, and (2) whether jointly managed JVs (JMJs) and separately managed JVs (SMJs) perform equally well while holding the same level of governance structure fit. First, it is confirmed that governance structure fit has significant positive impacts on CJV performance. Second, it is found that JMJs perform slightly better than SMJs, all else being equal. Strategy implications based on the empirical results are also proposed and discussed in this paper. This paper contributes to the construction management literature by providing empirical evidence on the importance of governance structure fit and on the relative performance impacts of JMJs and SMJs. The results may also help practitioners by providing the guidance for organizational governance choices in CJVs.
    publisherAmerican Society of Civil Engineers
    titleImpacts of Governance Structure Strategies on the Performance of Construction Joint Ventures
    typeJournal Paper
    journal volume139
    journal issue3
    journal titleJournal of Construction Engineering and Management
    identifier doi10.1061/(ASCE)CO.1943-7862.0000619
    treeJournal of Construction Engineering and Management:;2013:;Volume ( 139 ):;issue: 003
    contenttypeFulltext
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