Model for Organizational Governance Structure Choices in Construction Joint Ventures
Date Issued
2009
Date
2009
Author(s)
LIN, YI-HSIN
Abstract
In construction industry, joint ventures (JVs) have become one of the major organizational forms utilized in large-scale projects. Because of the complexity of JVs, the management of JVs is much more difficult than that of usual projects. Among various management challenges, the choice of organizational governance structure has a profound impact on JV success, but receives little attention. Therefore, the objective of this study is (1) to explain why there exists different organizational governance structures in managing construction joint ventures (CJVs) and (2) how to choose appropriate forms with respect to various characteristics of CJVs.hrough the theoretical lens that integrates both cost-based perspective (CBP) and resource-based view (RBV), we develop a model that focuses on four major factors for determining governance structure choices, namely, corporate cultural difference, trust, needs for procurement autonomy, and motivation for learning. To empirically evaluate this model, we conduct a case study of eight CJVs in Taiwan High Speed Rail, a 15 billion-US-dollar project. In addition, we present the dynamics of governance structure evolution in 378JV of Three Gorges Project in China. We also consider the model evaluation was limited by the disadvantages of qualitative analysis, a large-sample econometric study was desired to complement the case study evidence.verall, the governance structure model is well supported by statistical testing and previous case-study-based evidence. This thesis contributes to construction practice by providing a new perspective and guidance for better JV governance.
Subjects
Joint venture
Governance structure
Cost-based Perspective
Resource-base View
Case Study
Econometric analysis
Type
thesis
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