Challenges facing international joint ventures in execution of construction projects in Ghana.

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Projects which have been globally constructed pose a high level of challenges and complexities that produces greater potentials of overrun and conflict when associated with local. The complexity of the global setting is affected by wide-ranging variables which does not form part of the local markets in addition creates challenges never come upon in local conditions. The aim of the study was to identify the challenges facing international construction joint ventures in Ghana. For all purposes, a literature search was carried out and a survey conducted using a well-structured questionnaire. Eighty-two (82) questionnaire were distributed by purposive sampling, and sixty-five (65) completed questionnaires representing 80% were considered valid for the analysis. The data collected were analyzed using Relative Importance Index (RII) and descriptive statistics thus percentages and frequencies. The study discovered that Policy changes in parent, Erosion of applicability of certain partner competencies, expending time and energy to create equally congenial management practices. Inheriting a partner’s financial problems, Divergences about workforce apportionment and positions in the pecking order of the project team, are major problem governing international joint venture construction project execution in Ghana. Inheriting a partner’s financial problems, having disagreements about accounting standards and recurrent variations in present economic strategies and commercial acts, Expending time and energy to establish mutually agreeable managerial practices, frequent changes in current economic policies and commercial laws, Lack of management competence, Erosion of applicability of certain partner competencies, Technology-transfer disputes are the implication of the challenges on project performance. Among others, it was recommended that joint venture managers should improve the information flow inside a joint venture, which partially requires negotiations with a parent company on the matter of proprietary rights.
A thesis submitted to the Department of Construction Technology and Management, Kwame Nkrumah University of Science and Technology, Kumasi in partial fulfilment of the requirement for the Award Degree of Master of Science in Construction Management.
International, Construction, Management, Economic