The role of reflexive capability in relation to intellectual capital on multi international partnerships

K. London, J. P.S. Siva

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)

Abstract

The case study results of five Malaysian firms who have worked successfully on multi international partnerships on megaprojects is presented. The firms' barriers and successful strategies in decision making in various international markets are analysed. A reflexive capability model developed from social sciences theory explains the way in which firms can develop awareness, responsiveness and adaptability for long-term success in diverse international markets. Results indicate that the model of reflexivity capability is a useful way to interpret practices that are undertaken in multi-partner relationships on large complex projects. A common firm characteristic was the ability to self-reflect and adapt their practices to different international conditions despite numerous differences between countries including cultural, social, project governance structures, regulatory, terminology and codes. The reflexive capability model is explained in terms of the common themes identified in relation to the management of intellectual capital in successful multi international partnerships and megaprojects.

Original languageEnglish
Pages (from-to)846-855
Number of pages10
JournalInternational Journal of Project Management
Volume29
Issue number7
DOIs
Publication statusPublished - Oct 2011
Externally publishedYes

Keywords

  • Joint ventures
  • Knowledge management
  • Organisational management
  • Reflexivity

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