Management Research in Iran

Current Issue

By Issue

By Author

By Subject

Author Index

Keyword Index

About Journal

Aims and Scope

Editorial Board

Publication Ethics

Indexing and Abstracting

Related Links

FAQ

Peer Review Process

Journal Metrics

News

Developing a theoretical model of the governance affecting the performance of ‎mega multi-firm projects in a consortium

Authors

Abstract

Governance in megaprojects can be used to implement a variety of companies under the consortium agreement, which can affect performance of the consortium. According to literature review and achievement of the research gap, it has become clear that one of the key factors influencing success, is proper governance system. The purpose of this study is to grasp deep-seated influence of governance on mega multi-firm projects in a consortium. Using qualitative and exploratory research method, six upstream consortium of South Pars were investigated and grounded theory was used to analyze data and find relationships between them. At the first step, components of existing governance and influential factors were identified and consequences of existing governance were identified; then, by repeating interviews between the research community and identifying conditions for improvement, components of good governance were presented and effective governance model influencing performance with the implications of good governance criteria and stakeholder interests were designed.

Keywords

References
1. TSANG, E. (1998). Motives for strategic alliance; a resource basedperspective. Scandinavian Journal of Management, 14(3), p 207- 221. 2. Chen, Q., et al. (2007). "Interface Management: A Facilitator of Lean Construction and Agile Project Management." in Proc. of the 15th Annual Conference of the International Group for Lean Construction, July 18-20, East Lansing, MI, p 57-66. 3. Ho, P., et al. (2009). "Model for Organizational Governance Structure Choices in Construction Joint Ventures." JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT 135 (6) p 518 – 530. 4. Beamish, P. W. (2008). "Joint venturing. Charlotte." NC: Information Age. 5. Yan, A. and B. Gray (1994). "Bargaining power, management control, and performance in United States-China joint ventures: A comparativecase study." Academy of Management Journal 37(6): p 1478 - 1517 6. Beamish, P. W. (1987). "Joint ventures in LDCs: Partner selection and performance." Management International Review 27(1): p 23 – 37. 7. Geringer, J. M. and L. Hebert (1989). "Control and performance ofinternational joint ventures." Journal of International Business Studies 202 (1): p 235 - 254. 8. MÜLLER, R. (2009). Project Governance, Gower Publishing Company. 9. xie, b. h., et al. (2011). "USING ‘WHOLE LIFE CYCLE VALUE’ TO EVALUATE INFRASTRUCTURE MEGAPROJECTS." Management and Innovation for a Sustainable Built Environment June: p 1 - 17. 10. Capka, J. R. (2004). "Megaprojects: Managing a Public Journey." Public Roads 68(1). 11. Marrewijk, V. and e. a. Alfons (2009). "Managing public–private Megaprojects: Paradoxes, Complexity, and Project Design." International Journal of Project Management 26(6): p 591 - 600. 12. BITRAN, I., et al. (2002). "‎SMART: System for The Development, Management and Support of ‎Strategic Alliances.." International Journal of Production Economics 80(1): p 3 – 10. 13. Gulati, R. (1998). "Alliance and networks." Strategic Management Journal 19 (1): p 293 - 317. 14. Schreiner, M., et al. (2009). "What really is alliance management capability and how does it impact alliance outcomes and success?" Strategic Management Journal 30(13): P 1395 – 1419. 15. Christina Scott-Young, D. S. (2008). "Project success and project team management: vidence from capital projects in the process industries." Journal of Operations Management 26(6): p 749 - 766. 16. CRAWFORD, et al. (2005). "UNCERTAINTY AND LEARNING IN PHARMACEUTICAL DEMAND." Econometrica 73(4): p 1137 - 1173. 17. Klakegg, O. J. (2010). "Governance of Major Public Investment Projects." Doctoral theses Norwegian University of Science and Technology: Doctoral theses at NTNU. p 1 -396. 18. Winch, G. (2006). "Towards a Theory of Construction as Production by Projects." Building Research & Information 34(1): p 154 - 161. 19. Lin, Y.-H. and S. P. Ho (2013). "Impacts of Governance Structure Strategies on the Performance of Construction Joint Ventures." JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT MARCH: 139(3): p 304 - 312. 20. Sylvester, D. C. and N. S. A. Rani (2010). "Theoretical Framework: Factors for Project Success in Oil & Gas Companies & Contractors in Miri, Sarawak, Malaysia " International Conference on Business and Economics Research 1(1): p 1 – 5. 21. Alirezaei A T, pashaei houlaso A. (2016) The impact of organizational culture on organizational agility capabilities (Case study: one of the organizations of the Armed Forces. Journal of Management Research in Iran, 20(2): p 1 – 27. 22. Walker, D. and F. Myrick (2006). "Grounded Theory: An Exploration of Process and Procedure." Qualitative Health Research 16(4): p 547 - 559. 23. khadivar A, dortaj F. (2016) Presentation a framework for success in the implementation of knowledge management systems based on cloud,Journal of Management Research in Iran, 20(2): p 1 – 25. 24. Glaser, B. and A. Strauss (1967). " The Discovery of the Grounded Theory: Strategies for Qualitative Research." Aldine de Gruyter(New York). 25. Glaser, B. G. (1978). Theoretical sensitivity: Advances in the methodology of grounded theory, Mill Valley, CA: The Sociology Press. 26. Bakker, A. B., et al. (2010). "The role of personality in the job demands-resources model: A study of Australian academic staff." Career Development International 15(7): p 622 - 636.
Management Research in Iran
Volume 22, Issue 4
February 2019
Pages 73-101
Files
Share
How to cite
Statistics