Chinese-foreign Partners Joint Venture Management Research For The Execution Of An Airside Runway Expansion Project In Africa

The research object of this thesis is the China-Foreign Partners Joint Ventureorganization mode for the execution of international engineering project. Begin frombackground introduction and putting forward the questions, by means of SWOTanalysis, comparison analysis, questionnaire investigation of experts, case analysis,project management theory analysis, macroscopic analysis combine withmicrocosmic analysis etc methods, the author has analyzed the advantage&shortage,opportunity&threat of contracting international engineering project for Chinesecontractors systematically, expounded and summarized the general characteristicssuch as the necessity, advantage&shortage, particularity, classification, operationprocedure etc for the establishment of China-Foreign Partners Joint Venture, assortedJoint Venture into distributive management type, jointly management type, sleepingpartner type according to distributing project management tasks or not, or assortedJoint Venture into company type, partnership type, contract type according torestriction condition and operation manner; explained the essential difference ofconcept&definition between Joint Venture with Consortium，pointed out the workingprinciple,main points in management, attention proceedings in course of operation ofChina-Foreign Partners Joint Venture. In case study of the execution of an airsiderunway expansion project in Africa, the author has shown that the connotation ofChina-Foreign Partners Joint Venture is convergent culture including nation cultureand enterprise culture, the course of implementing overseas project is the course ofreconciling cross-culture communication intercourse; and such as cash flow problems of owner, dispute about some terms in Joint Venture agreement, partners managementbadness&input insufficiency, mistrust between staff from parties, culture conflict,language barrier etc are main risks for preventing among the risks of China-ForeignPartners Joint Venture during contracting international engineering project; amplyanalyzed the key contents and counter measures in implementing international projectmanagement of the China-Foreign Partners Joint Venture such as cross-culturecommunication intercourse management, organization&manpower resourcesmanagement, risk management, financial affairs management, staff localizationmanagement etc, and found out the important factors of impacting the success ofChina-Foreign Partners Joint Venture, provided the strategy and suggestion toChinese contractors for the successful operation of China-Foreign Partners JointVenture. The complexity of international engineering projects and mandatoryrequirements are the practical needs for the Chinese-Foreign Partners Joint Venture.Joint Venture strategy is derived from the business operational considerations, andfurther has formed the competitive strategy in a higher level. The organizationstructure of Chinese-Foreign Partners Joint Venture is helpful to put through theinternational work habits and management manner, and communicate with all partiesof project smoothly. It should be better adapt to the local market environment.Establishing effective communication system and working out communication plan toachieve a good smooth cross-cultural communication is the first factor to ensure therealization of Chinese-Foreign Partners Joint Venture’s primary objectivessuccessfully. It should be paid more attention to strengthen human resourcesmanagement, determine job responsibilities clearly, work out a unified wage standardand wage systems, prepare the staff management plan in advance. A qualified projectmanager is one of key factors for the successful operation of Chinese-ForeignPartners Joint Venture particularly. Strengthen international personnel training, focuson the complex talent who can comprehend widely the knowledge of foreign language, business, technology and management, increase reserve of professionalpersonnel such as management, technology, business, law, finance, contract, claim etcwho is versed on international project management and familiar with internationalrules in order to optimize the allocation of human resources. Financial management isthe core of Chinese-Foreign Partners Joint Venture Management. It should establishthe financial rules and regulations from the start aim to the own characteristics ofJoint Venture creatively so as to develop the appropriate financial managementsystems and methods to ensure project funding operation. Chinese-Foreign PartnersJoint Venture should actively promote the localization employees management, makethe utmost of the local labor and train them for sharing social responsibility with localgovernment. It is not only to reduce labor costs and expenses, but also establish thesurrounding harmonious relations and set up a good brand visual image, enhance thecompany’s reputation in order to create the favorable conditions for the enterprise todevelop the market and expand business operation scale. Chinese contractors shouldclearly recognize the shortage for the participation in the international marketcompetition and for lack of capacity in the management of international engineeringprojects. They should have the courage to change the existing traditional mode,establish the internationalization system with international standards, and graduallywork out the effective management mode to adapt international market so as toenhance the competitiveness of enterprises. Chinese contractors should take theinitiative to adapt to international competition in the market demand, and activelyseek the powerful foreign partners, to strengthen reserve, comparison, assessment forthe partners with all kinds of expertise in different areas, establish the strategicalliances base on Joint Venture cooperation, by means of international resourcesintegration to achieve the most efficient allocation of resources and optimal marketefficiency, struggle hardly by dint of reinforcements, accelerate theinternationalization process of overseas companies to achieve long-term sustainable development. It is necessary to promote the Chinese corporate culture, but also tostrengthen the management of cross-cultural communication in internationalcooperation so as to set up Chinese company’s good corporate image of powerfuleconomic strength, advanced technology, reliable performance reputable, stablewages&benefits, shared social responsibility, environmental protection andsustainable development etc. Chinese contractors shall actively seek the best resourceintegration mode, try to develop enterprise organization mode from the physical modeto the virtual mode, and constantly improve the adaptability and innovation forChinese contractor’s project management in international engineering project. Thebeneficial enlightenment is provided in this thesis for the practice of Chinesecontractors applying China-Foreign Partners Joint Venture mode to develop overseasmarket and implement international engineering project.