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Purpose – The positive effect of differentiation strategy on achieving competitive advantage among construction companies is widely acknowledged in the literature. However, there exists only a limited number of studies in the construction management literature that investigate the drivers and modes of differentiation. The purpose of this study is to determine appropriate modes and drivers of differentiation strategy in the Turkish construction industry. Design/methodology/approach – In this study, based on the results of an extensive literature survey, a set of modes and drivers are defined as well as a conceptual framework to investigate their interrelations. Structural equation modelling (SEM) is proposed as an effective tool to investigate the relations between various factors of differentiation and data regarding the Turkish contractors have been used to demonstrate its applicability. Findings – The results demonstrate that construction companies can differentiate on two modes of differentiation, either on "quality and image" or "product variety and speed". Among the identified drivers, project management capabilities influence "product variety and speed related differentiation" and "quality and image related differentiation" directly; corporate management affects "quality and image related differentiation" directly, whereas corporate management influences "product variety and speed differentiation" indirectly. "Resources" has a strong direct effect on project and corporate management, in addition "resources" influences "product variety and speed related differentiation" and "quality and image related differentiation" modes indirectly through corporate and project management. Originality/value – Research findings may help companies to choose an appropriate differentiation mode considering their strengths and weaknesses related with the drivers. Although findings reflect the competitive environment prevailing in the Turkish construction industry, it is believed that the parameters identified in this study can further be used as a benchmark to conduct similar studies in other countries. [ABSTRACT FROM AUTHOR]

International joint ventures (IJVs) have become popular because of their importance as a strategic alternative in global competition. The measurement of the performance of IJVs has been an important research topic for a few decades, however there is no consensus on an appropriate definition and measurement of IJV performance. In this study, a model is proposed to assess IJV performance in construction. The validity of the proposed drivers and measures of performance is investigated and relationships between them are analyzed. The effects of interpartner fit/relations, structural IJV characteristics, host country factors, and project-related factors on IJV performance are examined through a questionnaire survey. IJV performance is defined by a four-dimensional construct that considers the performance of the project, the IJV partners, the IJV organization itself, and the perceptions of the IJV partners. The results point out the significance of the interpartner fit and the quality of partner relations for a successful IJV operation. The findings of the study also suggest that project-related factors have a moderate influence on IJV performance. In a properly designed IJV structure, partners with compatible skills, resources, and cultures are found to maintain good relations and are expected to achieve greater IJV success. [ABSTRACT FROM AUTHOR]

Strategic collaborations such as joint ventures (JVs) have become an important way of exploiting business opportunities for construction companies. However, such entities are difficult to manage due to their composite structures, which entail diverse organizational cultures, styles, and objectives. Therefore, measurement of JV performance has been an interesting research topic although there is no consensus on the definition, measures, and variables of performance yet. Considering the inherent complexities of the construction projects, only an adequate combination of criteria allows assessing the international construction joint venture (ICJV) performance. Within this study, an analytic network process model is developed to examine the links between the determinants of performance and to observe the influences of these factors on the ICJV performance. As a result, interpartner relations, structural factors and interpartner fit are found to be the most important determinants of ICJV success. Effectiveness of conflict resolution and control mechanisms contribute significantly to ICJV performance. Cultural fit is the most important fit that should be attained between the partners. The performance of the model is tested on eight real construction projects and satisfactory results are obtained. [ABSTRACT FROM AUTHOR]