International construction companies are increasingly entering into joint ventures with local companies in developing countries to explore perceived profitable opportunities overseas Joint ventures generally offer a number of benefits but they can become very difficult to manage as a result of many complexities introduced by the association of two or more companies from different countries, with differing political, cultural and legal frameworks, technical and managerial capabilities, and national economic environments This theoretical study assesses the risks associated with International Construction Joint Ventures in developing economies with particular reference to Ghana The nature, strengths, weaknesses, opportunities and threats within the Ghanaian construction industry were reviewed The economy, governance, business environment, infrastructure, resources, etc of Ghana were also assessed The main risks factors to International Joint Ventures (IJVs) identified in Ghana can be categorised into two: major risk factors including the microeconomic and financial risk factors and joint venture partner problems The client’s ability to finance the projects and poor technical, financial and managerial capacities of Ghanaian construction firms were the main factors in this group The minor risks factors include the availability and high cost of construction materials, issues of bribery and corruption, power supply problems and security

Potential risks to international joint ventures in developing economies: the ghanaian construction industry experience

Synergy in a globally diversified organisation

Discusses results from a recent CISIBIS workshop where senior managers exchanged views and experiences. Feels that though joint ventures and alliances are not new arrangements the sheer numbers being formed and the frequency with which this is happening is new. Looks at: people; forms of alliances and joint ventures; aspirations and objectives; learning; cultures; internal v. external; co‐operation and competition; and boundary issues. Concludes that 70% to 80% of proposed joint ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years, what lessons can be drawn from the experiences of those at the workshop?

T Kippenberger

Papers

A pragmatic view of joint ventures and alliances