Institutional Theory as a Framework for Analyzing Conflicts on Global Projects
Publication: Journal of Construction Engineering and Management
Volume 133, Issue 7
Abstract
Global construction projects that involve collaboration between participants from multiple countries often result in unique challenges, and costs due to cross-national interactions. Case studies performed to investigate the cross-national interactions and tensions present on global projects suggest that institutional differences—differences in workplace norms, legal regulations, and cultural values—contribute to these costs. We demonstrate how institutional theory—a branch of organizational theory—can comprehensively describe the cross-national challenges on global projects. We show how this theory can help practitioners to more accurately classify the cross-national issues they encounter, determine the causes behind the conflicts, and judge the relative ease with which each type of conflict can be resolved. However, there are gaps in the extant application of institutional theory that prevent us from predicting institutional conflicts on global projects and devising solution strategies. These gaps are identified and a research trajectory to understand them is proposed. This paper is aimed at starting a much-needed dialogue on the mitigation of cross-national issues on global projects, and not as a demonstration of methods to eliminate all cross-national conflicts.
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Acknowledgments
The writers would like to thank the two anonymous reviewers and Dr. W. Richard Scott and Dr. Steve Barley of Stanford University for their extremely helpful comments on earlier drafts of this article. This material is based upon work supported by the (U.S.) National Science Foundation under Grant No. 9980109. Any opinions, findings, conclusions, or recommendations expressed in this material are those of the writers and do not necessarily reflect the views of the National Science Foundation.
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 133 • Issue 7 • July 2007
Pages: 517 - 528
Copyright
© 2007 ASCE.
History
Received: May 24, 2006
Accepted: Nov 27, 2006
Published online: Jul 1, 2007
Published in print: Jul 2007
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