Proposal of Hierarchical Organization Structure for Negotiation Consensus in Multinational Joint-Client Megaprojects: Case of US Force Relocation Program in Korea
Publication: Journal of Construction Engineering and Management
Volume 149, Issue 2
Abstract
During negotiations in the initial stage of multinational megaprojects, technical issues are underemphasized compared to diplomatic or political perspectives despite varying relevant standards of participating countries. If the organization structures are established soundly while overcoming heterogeneous aspects of involved countries, decision making among countries satisfying both could be made timely and properly. With the aim of positive multilateral relationships and negotiations concerning engineering factors collectively, a framework is presented for identifying the roles and responsibilities of multinational joint clients with a hierarchical organization structure composed of a decision maker, senior responsible owner, project sponsor, and project manager. US forces relocation program in the Republic of Korea, a $1.4 billion megaproject, was analyzed where political and cultural aspects were attempted to melt down in a hierarchical organization. Results from interviewing high-level decision makers from both countries show that upper-level participants focus on political issues, while lower-level practitioners aim to achieve satisfactory technical quality. The involvement of engineers in earlier negotiation stages with upper-level counterparts is essential in establishing realistic goals. The uniqueness of the framework compared to previous factor-driven perspectives between different joint-client structures are as follows: Identical hierarchy of level from the countries supports defining roles with integrated scope management, and neutral consultative body for arbitrating conflict between countries and in-house departments within a country is required.
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Data Availability Statement
Some or all data, models, or code that support the findings of this study are available from the corresponding author upon reasonable request.
Acknowledgments
This research was supported by the Basic Science Research Program through the National Research Foundation of Korea (NRF) funded by the Ministry of Education (202000000000807). In addition, the authors would like to thank Editage (www.editage.co.kr) for English language editing.
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Journal of Construction Engineering and Management
Volume 149 • Issue 2 • February 2023
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© 2022 American Society of Civil Engineers.
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Received: Apr 12, 2022
Accepted: Sep 15, 2022
Published online: Nov 23, 2022
Published in print: Feb 1, 2023
Discussion open until: Apr 23, 2023
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