Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management

2020 ◽  
Vol 27 (9) ◽  
pp. 2353-2377
Author(s):  
Junying Liu ◽  
Zhipeng Cui ◽  
Yingbin Feng ◽  
Srinath Perera ◽  
Jie Han
Keyword(s):  
Conflict Management ◽  
Cultural Differences ◽  
Joint Ventures ◽  
Project Managers ◽  
Interactive Effects ◽  
Management Approach ◽  
Cultural Issues ◽  
Content Type ◽  
Construction Joint ◽  
Management Approaches

PurposeCultural differences have been frequently cited as a major source of risks for international joint ventures (IJVs). Cultural differences may cause extensive conflicts in technology, norms and emotion among the international joint venture (IJV) partners. The purpose of this study is to explore the interactive effects of national culture differences (NCDs) and conflict management approaches on the performance of international construction joint ventures (ICJV).Design/methodology/approachData were collected using a questionnaire survey method with 143 valid responses. Partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses.FindingsIt was found that ICJV performance declined with a high degree of NCDs. The negative effect of NCDs on ICJV performance was mitigated by adopting the cooperative conflict management approach; while it was aggravated by adopting the competitive conflict management approach. The findings may provide an alternative way (i.e. adopting the cooperative conflict management approach rather than avoiding or competitive approaches) to address the cultural conflicts in the multicultural project management teams.Practical implicationsFirstly, as NCD negatively impacts performance of ICJVs, project managers should pay attention to cultural issues and learn how to manage them; Secondly, as cooperative and competitive conflict management approaches have different moderating effects on the relationship between NCD and ICJV performance, project managers must choose appropriate conflict management styles in multination teams. Thirdly, as the avoiding approach has no significant moderating effect on the negative relationship between NCD and ICJV performance, it is important for Chinese partners not to employ avoiding approach to deal with conflicts in ICJV.Originality/valueThis study uniquely adds to the literature on cultural issues in managing ICJVs by integrating the moderating effects of conflict management approaches. The interactive effects of conflict management approaches and national cultural differences on ICJV project performance may contribute to the theories regarding conflict management theory in the context of cross-cultural management.

scholarly journals The effects of conflict type and conflict expression intensity on conflict management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gergana Todorova ◽  
Kenneth Tohchuan Goh ◽  
Laurie R. Weingart
Keyword(s):  
Conflict Management ◽  
New Product Development ◽  
Current Knowledge ◽  
Test Theory ◽  
Future Research ◽  
Management Approach ◽  
Content Type ◽  
Expression Intensity ◽  
Relationship Conflicts ◽  
Management Approaches

Purpose This paper aims to add to the current knowledge about conflict management by examining the relationships between conflict type, conflict expression intensity and the use of the conflict management approach. Design/methodology/approach The authors test theory-based hypotheses using a field study of new product development teams in an interdisciplinary Masters program (Study 1) and an experimental vignette study (Study 2). Findings Results show that people are more likely to respond to task conflict and conflicts expressed with less intensity using collectivistic conflict management approaches (i.e. problem-solving, compromising and yielding), and to relationship conflicts and conflicts expressed with higher intensity through forcing, an individualistic conflict management approach. Information acquisition and negative emotions experienced by team members mediate these relationships. Practical implications Knowing how the characteristics of the conflict (type and expression intensity) affect conflict management, managers can counteract the tendency to use dysfunctional, forcing conflict management approaches in response to high intensity conflicts, as well as to relationship conflicts and support the tendency to use collectivistic conflict management approaches in response to low intensity conflict, as well as task conflicts. Originality/value The authors examine an alternative to the prevailing view that conflict management serves as a moderator of the relationship between conflict and team outcomes. The research shows that conflict type and intensity of conflict expression influence the conflict management approach as a result of the information and emotion they evoke. The authors open avenues for future research on the complex and intriguing relationships between conflict characteristics and the conflict management approach.

An assessment of the readiness of construction firms for international construction joint ventures (ICJVs) using the VERDICT model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Akunyumu ◽  
Frank D.K. Fugar ◽  
Emmanuel Adinyira
Keyword(s):  
Joint Ventures ◽  
Technology Infrastructure ◽  
Commitment To Change ◽  
Content Type ◽  
Construction Firms ◽  
Construction Companies ◽  
Construction Joint ◽  
Foreign Companies ◽  
International Construction ◽  
Construction Organizations

Purpose The purpose of this study was to assess the readiness of construction companies in Ghana to partner with foreign companies in international construction joint ventures (ICJVs). Design/methodology/approach Using the Verify End-User e-Readiness using a Diagnostic Tool (VERDICT) model, a survey with 31 construction companies was conducted to assess their readiness through four pre-defined elements of readiness. Findings The results indicated the readiness of construction companies to collaborate with potential foreign partners in ICJVs. Notwithstanding, certain areas such as management commitment to change, employee buy-in, process flexibility and technology infrastructure need improvement in some firms to achieve readiness. Government has a role in ensuring the readiness of domestic firms for the international market. Originality/value This study applies the VERDICT model, a tool originally designed to assess construction organizations’ readiness for e-commerce, to assess the readiness of Ghanaian construction companies for ICJVs.

Examining Adopted Conflict Management Approaches On Organizational Development In Machakos Co-Operative Union

2020 ◽  
Vol 1 (1) ◽  
pp. 4-16
Author(s):  
Peter Elizabeth Nzilani; Wanjugu Wachira; Redempta Kiilu
Keyword(s):  
Conflict Management ◽  
Organizational Development ◽  
Sampling Technique ◽  
Target Population ◽  
Systematic Sampling ◽  
Management Approach ◽  
Cluster Sampling ◽  
Research Survey ◽  
Management Approaches ◽  
Narrative Forms

The purpose of this study was to identify the adopted conflict management approach on organizational development in coffee cooperatives. The research was conducted in Machakos Co-operative Union in the Lower Eastern part of Kenya. Descriptive research survey was used. The target population was drawn from 1500 employees of Machakos Co-operative Union who took part in the study. The sample size was 305 employees drawn from different levels of management selected through cluster sampling technique. Systematic sampling was used to give each individual a chance to be chosen. Data collection was carried out through the use of Semi-structured questionnaire and interview guide. Both qualitative and quantitative technique was used to analyse data. Quantitative data was analysed using descriptive statistics through content analysis and findings were analysed and presented quantitatively and qualitatively in frequency tables, graphs pie charts and percentage while qualitative data was analysed using thematic techniques and data presented in narrative forms. From the study, it was established that different conflict management approaches were employed in Machakos Coffee Cooperative, 22% of the respondents reported that accommodation strategy was used and 23% the Collaboration strategy which led to improved productivity in the organization and enhanced inter personal relations while 54% of the respondents indicated that the contending approach which was mostly used influenced conflict management in the organization. The study recommends that organizations need to embrace the strategy in order to maximize productivity and encourage retention of human resource.

Management approach for innovation success in unstable and stable environments

2019 ◽  
Vol 30 (1) ◽  
pp. 22-40
Author(s):  
Dora Abidi ◽  
Nakagawa Koichi
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Management Approach ◽  
Content Type ◽  
Control Approach ◽  
Administrative Control ◽  
Unstable Environment ◽  
Comprehensive Comparison ◽  
Management Approaches ◽  
Successful Innovation

Purpose This paper aims to examine the management approaches that play a key role for innovation success in a stable and unstable environment. Design/methodology/approach Tunisia and Japan were chosen as a research sites to assess the accuracy of management approach adopted in each environment. Japan, as a developed, stable and predictable market, involves a traditional/conventional management mode known as administrative control approach (ACA) for successful innovation. However, we argue that a developing country is characterized by its unstable environment and requires an opportunity-based approach (OBA) that lies in the firm’s openness to search and benefit from environmental opportunities. Findings The paper confirms that OBA improves product innovation success in an unstable environment, for innovation in a stable one. Originality/value The paper provides a comprehensive comparison between innovation driven management approaches towards stable and unstable environments through multi-group structural equation modeling.

scholarly journals Software development as a design or a production project

2007 ◽  
Vol 20 (1) ◽  
pp. 70-82 ◽  
Author(s):  
Tom McBride ◽  
Brian Henderson‐Sellers ◽  
Didar Zowghi
Keyword(s):  
Project Management ◽  
Software Development ◽  
Structured Interview ◽  
Project Managers ◽  
Small Sample ◽  
Management Approach ◽  
Development Projects ◽  
Simple Test ◽  
Content Type ◽  
Production Problems

PurposeThe paper seeks to investigate whether project managers regard software development projects as design problems or production problems.Design/methodology/approachProject management literature was examined to determine what evidence there should be to indicate whether a software development project was regarded as a problem to be solved or a product to be produced. Data were then collected through structured interview of project managers currently engaged in managing software development projects. The data were analysed to determine how project managers regarded their projects and whether this matched a theoretical expectation.FindingsThe empirical data indicated that most project managers regard their projects as production problems, where it is assumed that the underlying problem is largely understood, the project encapsulated in a planned schedule of activities and there will be an emphasis on monitoring the project against the planned progress.Research limitations/implicationsOwing to the small sample size of fewer than 30 project managers, external validity is weak. More research is needed to confirm these results over a larger sample and to probe more subtle orientation to production or design projects.Practical implicationsThe research developed a simple test to indicate the degree of novelty of the application to be developed. The test indicates whether the application is novel and should be treated as a design problem, or well known and therefore should be treated as a production problem.Originality/valueThe paper draws attention to the need for project managers to evaluate the type of application to be developed and to adopt an appropriate project management approach. The paper also provides a simple test to achieve that objective.

scholarly journals Cultural adaptation in cross-national buyer-seller relationships

2015 ◽  
Vol 10 (4) ◽  
pp. 837-857 ◽  
Author(s):  
Gøril Voldnes ◽  
Kjell Grønhaug
Keyword(s):  
Cultural Differences ◽  
Cultural Sensitivity ◽  
Cross Cultural ◽  
Cultural Barriers ◽  
Business Relationships ◽  
Cultural Issues ◽  
Business Managers ◽  
Global Business ◽  
Content Type ◽  
Business Market

Purpose – The purpose of this paper is to investigate how buyers and sellers in cross-cultural business relationships manage cultural differences to ensure functional, successful business relationships. Failure to consider specific cultural issues may lead to the failure of business ventures crossing national borders. To succeed in today’s global business market, it is critically important to understand and manage cultural differences. Adapting to each other’s cultures is one way of managing cultural differences between business actors. Design/methodology/approach – A qualitative, explorative approach examining both sides of the exchange dyad was adopted to obtain insight into adaptation as perceived by both buyer and seller. Findings – The results of this study indicate that mainly Norwegian sellers adapt to the Russian culture and way of conducting business. This is explained by power asymmetry between partners, as well as cultural barriers and lack of cultural sensitivity from the Norwegian partners. Still, the business relationships function well. Practical implications – Knowledge of and applying strategies for managing cultural differences should be helpful for business managers engaged or planning to engage in business ventures with Russia and Norway – especially those doing so for the first time. Originality/value – The study provides new and important information about West-East business relationships and how to manage cultural differences in cross-cultural business relationships. The study shows that business relationships can function well in spite of the absence of some factors previously found to have detrimental effects on these relationships. In addition, the study investigates both sides of the buyer-seller dyad, which is a limitation in previous studies of adaptation.

How the Chinese really negotiate: observations from an Australian-Chinese trade negotiation

2017 ◽  
Vol 38 (6) ◽  
pp. 38-46 ◽  
Author(s):  
Rod McColl ◽  
Irena Descubes ◽  
Mohammad Elahee
Keyword(s):  
Conflict Management ◽  
Global Economy ◽  
Participant Observation ◽  
A Priori ◽  
Management Strategies ◽  
Trade Agreement ◽  
Trade Negotiation ◽  
Content Type ◽  
Negotiation Strategies ◽  
Management Approaches

Purpose Previous research suggests that negotiation style and conflict management strategies are influenced heavily by cultural factors. In the case of the Chinese, findings have largely produced stereotypical views about their behavior, but the authors argue that this position is becoming increasingly blurred in the global economy. Design/methodology/approach Data were collected using participant observation during negotiations of a free-trade agreement between China and Australia followed by in-depth interviews with Chinese delegates. Findings Consistent with Confucianism and a Taoism-based value system, there was evidence of strong cultural influence on conflict management approaches. Two a priori Chinese strategies were evident – avoidance and accommodating, with five tactics. However, contrary to previous research, the authors found use of two conflict management strategies normally associated with a western approach – competing and compromising, with five associated tactics. Practical implications Chinese negotiators are knowledgeable and capable of adopting western negotiation strategies and tactics. The authors advise managers involved in international negotiations with Chinese managers to be cautious when relying on historical stereotypical assessments and to think differently about the emerging Chinese negotiator. Originality/value Few published negotiation studies involve real negotiations based on actual observations, particularly in an international setting. Contrary to many published studies, we demonstrate that conflict management approaches used by Chinese negotiators have evolved into a blend of traditional Chinese and western styles.

Forty years of conflict: the effects of gender and generation on conflict-management strategies

2019 ◽  
Vol 31 (1) ◽  
pp. 1-16 ◽  
Author(s):  
M. Afzalur Rahim ◽  
Jeffrey P. Katz
Keyword(s):  
Conflict Management ◽  
Management Strategies ◽  
Analysis Of Covariance ◽  
Interactive Effects ◽  
Content Type ◽  
Negotiation Theory ◽  
Face Negotiation ◽  
Female Employees ◽  
Face Negotiation Theory ◽  
Over Time

Purpose Previous studies examining the relationship between gender and conflict-management strategies have generally reported weak or inconsistent results. This paper aims to study extends past research by examining the main and interactive effects of gender on conflict-management strategies over time. The authors propose that conflict-management strategies commonly employed in the workplace are impacted by worker gender as predicted by face negotiation theory and vary over time based on the “generation” of the worker. Design/methodology/approach To test the study hypotheses, a field study was conducted to assess main and interactive effects of gender and generation on the five strategies for conflict management: Integrating, obliging, dominating, avoiding and compromising. Questionnaire data were collected over four decades (1980s-2010s) from employed students (N = 6,613). Data analysis was performed using a multivariate analysis of covariance. Findings The results suggest female employees consistently use more noncompeting strategies (integrating, obliging, avoiding and compromising) than male employees and male employees consistently use more competing strategy (dominating) than female employees. All the main and interaction effects were significant. Research limitations/implications While this study involved primarily students in the USA studying management at two major public universities, there may be implications for a more global population of workers. However, the results support the notion advanced by face negotiation theory that men will generally seek to save face while women will generally avoid conflict in consideration of others. Practical implications This study demonstrates that workers employ different conflict-management strategies over time and the use of certain strategies varies by gender. An implication of this study is the need to regularly reassess selection, training and evaluation processes for managers. In addition, supervisors should encourage employees to enhance the effective use of cooperative (integrating, obliging and compromising) strategies and focus on specific situations when uncooperative strategies (dominating and avoiding) may be needed. Originality/value By using face negotiation theory as the organizing framework to examine changes in conflict-management strategies over time, this study contributes in a substantial way to the understanding of how gender and generation interact to influence the selection and use of conflict-management strategies in the workplace.

scholarly journals When technological savviness overcomes cultural differences: millennials in global virtual teams

2020 ◽  
Vol 16 (3) ◽  
pp. 279-303
Author(s):  
Andres Velez-Calle ◽  
Misha Mariam ◽  
Maria Alejandra Gonzalez-Perez ◽  
Alfredo Jimenez ◽  
Julia Eisenberg ◽  
...  
Keyword(s):  
Cultural Differences ◽  
Virtual Teams ◽  
Qualitative Content Analysis ◽  
Secondary Data ◽  
Cross Cultural ◽  
Negative Consequences ◽  
Cultural Issues ◽  
Global Virtual Teams ◽  
Data Set ◽  
Content Type

Purpose There is a generalized belief that cultural differences can have more negative consequences than benefits within the international business (IB) literature. This study argues that cultural differences are not perceived as constrains in millennial global virtual teams (GVTs). Additionally, using the theory of cooperation and competition and the motivated information processing perspective, the purpose of this paper is to uncover the process by which millennials working in GVTs address various challenges to ensure effective functioning and accomplishment of desired team outcomes. Design/methodology/approach This paper analyzes a data set of 503 project journals from the global enterprise experience, a virtual team competition. It uses qualitative content analysis tools and secondary data sources. Findings The authors find that for millennials, cross-cultural issues are not the predominant challenge when working in GVTs, unlike the prevailing understanding in the IB literature. This is because contrary to expectations, cross-cultural problems are often not experienced, while other team phenomena become more relevant, such as interpersonal and task-based issues. In addition, the paper describes how members of GVTs apply distinct challenge reconstruction and solution generation cognitive schemes to deal with both, expected and unexpected challenges. Originality/value This study contributes to the literature on virtual teams by identifying how millennials and post-millennials deal with the challenges embedded in the GVT interaction context by simplifying the unfamiliarity associated with the broader context rather than addressing each issue in isolation. Finally, the paper elaborates on factors that highlight the positive outcomes of multicultural teams while making cultural differences less salient in contemporary GVT contexts.

Cross-cultural personnel management approach in the conditions of international corporate integration

2020 ◽  
pp. 151-158
Author(s):  
Sh.Z. Mekhdiev ◽  
M.S. Chistyakov
Keyword(s):  
Cultural Differences ◽  
International Business ◽  
Cross Cultural ◽  
Management Approach ◽  
Linguistic Features ◽  
National Cultures ◽  
Cultural Approach ◽  
Managerial Decisions ◽  
Sociocultural Diversity ◽  
Management Approaches

Sociocultural diversity in modern reality is a significant factor in the activity of international business, determines the need to use cross-management approaches as an instrument for making cultural differences in the tolerant perception of the customs and specifics of the peoples of global civilization and a necessary element of effective managerial decisions in contrast to cultural and linguistic features. Cross-management is becoming the most relevant in the modern realities of the intensification of migration processes in the context of geopolitical instability, which make certain adjustments to the activities of international companies in view of building a more complex formation of the interaction of national cultures that indirectly affect business contacts. Under these conditions, the cross-cultural approach will allow us to level the negative manifestations of the formation of labor collectives, which are increasingly acquiring the color of greater multiculturalism and multi-ethnicity.

Sign in / Sign up

Export Citation Format

Share Document