LD7166 Project Implementation in a Multinational Context Assignment Sample 2023
PART A: PROJECT REPORT
1. Section 1: Country brief
1.1 Country history
Eritrea is the country that was a territory of Ethiopia in past times and its area is almost the same as Indiana. The first kingdom of Aksum of Ethiopia was Eritrea during their ruling period. After the turndown of the dynasty, it was no more a part of the Aksum kingdom and later became part of the Ottoman Empire at the beginning of the 16th century (Meashoet al. 2019). Behind schedule, it was counted as a portion of Egypt after the break down of the Ottoman dynasty. In 1885 coastline lines of the country were apprehended by the Italians and for jurisdiction on a portion of Eritrea due to the treaty of Uccialli which occurred in 1889 on 2nd May. The portion that was captured by the Italian people was named Mare Erythraeum which is known to be the Latin name of the red sea. The reason behind keeping such a name was due to its location on the red sea. Italian had their power over the place till world war II.
In 1941 the entire country was undertaken by the British to operate it as UN Trust Territory, which occurred lately. It did not last for a long time as they had to confederate with Ethiopia after 11 years (Müller, 2019). On 14th November 1952, the country was ultimately declared as a territory of Ethiopia. After a few years of declaration there took place a civil war between the revelations in demand of declaring Eritrea as independent instead of being a part of it. The war was made by the people of rebels against the government of the country which ended almost after 30 years. There was a pathway through the red sea which was used by Islam and Christian people of countries like Egypt, turkey, and Italy to enter into the country for purpose of trade. At the end of the 20th century, there was a supply of certain items such as slaves, coffee, and gold through the ports of Eritrea with help of the trade persons.
1.2 PESTLE analysis
PESTLE analysis is done in the following study to look after the impact of different political environments so that Thomas Pharmaceutical International Development (TPID) is able to make their production at a world-class level.
Political:
In order to develop pharmaceutical companies, there are strict laws and regulations such as people’s front for democracy and justice (PFDJ) as it is concerned with the health of humans. Similarly, in Eritrea, there are laws that are declared by the government sectors that are related to drugs and are needed to be followed mandatorily to maintain safety (Fessehayeet al. 2018).
Economical:
The economic condition of the country is strong and they are found to be able to spend money for the novel purpose and its GDP is nearly 206 crores. The people of the country are seen to be spending a good sum of money on health as they are found to be health-conscious (Fessehatsion, 2017). The company will be able to make itself comfortable by producing both the second and third level as the country has the capacity to provide it.
Sociocultural:
The old aged people demand more medications as they face more issues on health and are needed to be cured. Due to the above-mentioned reason, there is a high demand for the medicines company in Eritrea. The population in the country is increasing there will obviously be an increase in the need for medicines and the company can have a scope (Oppenheimer et al. 2019).
Figure 1.2 PESTEL
(Source: Oppenheimer et al. 2019)
Technological:
The medical companies in the company so far are seen to be using high technology such as AI, robotics, and IOT to produce medicines that are able to cure the patients. Biotechnology industries are found to be well developed as they play an important role in the medical industry (Osneset al. 2018). It deals with performing research related to the human body and discovering the combination of medicines. One of the drawbacks is if the biotechnology industries are able to produce better medicines for human beings, then there is a trendy of the fall of Medline industries.
Environmental:
The sovereign state is present on the red sea so there are no such environmental things that are going to be an obstacle in the path of the company. The presence of the industries that produce medicines will not have a harmful effect on the environment (Oswald et al. 2019). Some of the environmental laws used in the countries are framework convention on climate (UNFCCC) and biological diversity (BCD).
Legal:
There are no legal factors of a sovereign state that create issues on the path of research in the company and customary law is used in the country. Companies related to the health care of individuals are able to perform their production function without facing any problem (Cooke et al. 2019).
2. Section 2: Cultural & Communication Challenges
2.1 Cultural and communications challenges involved with Governance and Organization
Cultural challenges
The teams that are involved with TPID are from different cultures from various parts of the world. As per the view of van et al. (2018), the organization consists of multicultural people as it would help them to improve in growth. The main problem arises when the employees of different cultures are involved in a single project. They are not able to adapt themselves to the mixed culture and results in the delay of work and affects the governance. As they are not familiar with other cultures there is found to be a clashing of ideas. As a result, it becomes difficult for the team manager to handle such situations which are noticed in the governance of the company. People are not able to speak freely and keep their point of view of the project.
Communications challenges
The cultural challenges that are found in the organizations reflect in communications. People of various cultures have their native language and are comfortable speaking in it. It creates a problem for others as they are neither able to speak nor understand (Abdulaiet al. 2017). It has been noticed due to communication issues that members of the groups are not able to solve the issues related to the project. For example, for producing one of the drugs, antiretroviral drug Lamizido two types of combiners named Zidovudine and Lamivudine are needed in certain amounts which involve many people. For manufacturing the dose of medicines, the people of the group need to communicate and distribute their duties accordingly.
2.2 Cultural and communications challenges involved with Project Management
Cultural challenges
One of the cultural challenges faced in project management is the lack of quality of leaders. Leaders of the organization are not able to manage the group as they are from different cultures (Jhaiyanuntana and Nomnian, 2020). There is always a high possibility of misunderstanding and dominance among the group that has a negative impact on the project. The leaders are not able to handle such situations and result in missing the deadlines.
Communications challenges
People are not trained properly about how to be adaptive towards other cultures as it was not mentioned in the rules of the company. The policies are not well defined which creates confusion in the mind of the people (Telukdarieet al. 2018). Due to the inappropriate behaviour of the leaders, the members are not able to communicate and resolve the issues. The relation between the employees and the hierarchy of the company is not good as they are not able to speak to them at the time of need.
2.3 Cultural and communications challenges involved with Stakeholder Management
Cultural challenges
Cultural challenges involved with stakeholder’s management include the relation shared with the shareholders of the organization. One of the delivery issues faced by the organization is not being able to deliver their products within time to the customer due to the lack of proper coordination with them (Demeter and Losonci, 2019). It reduces the efficiency of the company and the customers are losing their trust in the company. Another critical issue is they are not able to keep their budget according to the target customers. This is making the customers switch to other companies as they are not keeping an eye on the local clients. The delivery persons of TDIP are not sincere in their jobs as they are not able to deliver the medicines in time.
Communications challenges
The people who are involved in this business needed to be efficient enough to understand the emergency and should work accordingly. In case of emergency need of medicines if the customers want to order it through telephones, they are not able due to lack of opportunity (Meashoet al. 2019). All the people are not well aware of medicines and are found to be asking for help from the delivery man about the medicines. Due to the lack of training about cultures they are not able to assist them properly.
3. Section 3: Critical success factors
This section of the study is considered to be one of the most important parts as it describes the different factors that are responsible for the success of TDIP in Eritrea. The company has project sponsor boards in six different countries. The project coordinator and chairman are from Sweden, china is responsible for project management whereas Spain is in charge of facilities and operation management. Design and procurement are on hand in japan, Greece looks after the training and staffing. Since the company is based in the UK so the main role is to manage the information of the project. The main areas within the organizations that are to be focused on are:
- The employees of the company are needed to be trained on a periodic basis so that are able to adjust themselves in a multicultural environment. It helps to increase their knowledge about the company and the technologies used in recent times (Müller, 2019).
- As the company is from one of the important industries so the information gathered from different sources needs to be reliable and trustworthy. The composition of the medicines is to be made very accurately so that it causes no side effects to the consumers (Fessehayeet al.2018).
Figure 3: Critical success factors
(Source: Fessehatsion 2017)
- It is necessary to meet the satisfaction of the customers as they are equally important for the growth of the company. According to the view of Fessehatsion(2017), it is the duty of the organization to listen to the customer’s demand and fulfil it accordingly.
- One of the key success factors is to maintain health connections throughout the supply chain. The company needs to use different communication channels such as emails and messaging. It helps all of them to stay updated about the happenings and solve issues immediately (Oppenheimer et al.2019).
4. Section 4: Summary and Conclusions
Based on the above discussion it can be concluded that TPID can make its production of antiretroviral (ARV) in countries like Eritrea. The organization will be able to overcome all the difficulties faced primarily. Since the global health care organization popularly known as the world health organization (WHO) has given the license to the company for producing such drugs for the welfare of humans. There are four sections in each of the sections the mentioned topics are explained in detail about the medical company. In the first section, it is portrayed about the historical view of Eritrea. The company has to face no difficulties related to the economic, socio-culture, political, technological environment, and legal environment.
The second section is the main highlighting parts of the study is the cultural and communication challenges that are faced by the companies in particular fields such as governance, organization, project, and stakeholder management. Governance of the organizations that are hampered due to the above-mentioned issues are explained in detail. Issues in project management depict the challenges faced during the running period of the project. In contrast, the impact of stakeholders who are considered to be the pillar of the company is described in brief. The second last section is assigned about the key factors that are needed to be improved and are directly connected to the improvement of the business.
This study revolves around the critical evaluation of project implementation in the context of a multinational company in the country of Eritrea. The implementation of complex projects has been discussed in the aspect of a non-developing country in regard to dealing with them. To deal, the establishment of effective governance and getting the right resources is needed to manage the integration of projects effectively. The critical evaluation is based upon the challenges faced in both governance and the management of projects in a multinational.
The complex construction of projects has to be managed effectively with proper resources for optimizing the organisation. The application of multinational sponsors has been discussed based on the financing and costing of a complex project with clear structuring amidst the integration. The necessity of engagement and support of senior leadership in the effectiveness of successful completion of the project is identified. The direction of change is dependent on the state of the project with utilization of correct measures and resources.
Critical Evaluation
The implementation of complex projects in a multinational company of a non-developing country has its own shares of complexity and governance issues. As argued by Osneset al. (2018), a detailed practice is a necessity to implement a project work to mitigate the risks associated with the project management. The necessity of engagement and support of senior leadership in the effectiveness of successful completion of the project is identified. The evaluation of implementation of the project and risk management starts with Organisation Optimisationto ensure the implementation of the project successfully. The structure of the organisation is made in a manner to support the implementation of complex projects with ease. The proper approval of resources may be out of the box but not impossible. Amidst engagement and supportive leaders, the complex initiative is better understood whilst maintaining the optimisation of the organisation (Oswald et al. 2019).
Another aspect is identified as Effective Governance for complex projects is a necessity for the successful implementation and completion. As argued by Willaret al. (2020), sustainable construction practices are needed for the execution of a project in a multinational company. In-depth Knowledge about the project and how to implement it with proper resources and governance is needed. The importance of knowledge is not a hideous fact instead provides a better conceptualisation on guidance by digging into the data. As argued by Ploeg and Vanclay (2018), the knowledge of the complexity has been a necessity to incorporate the responsibilities of human rights in the project implementation. Correct Measures and Resources acts as the need for better resources related to the depth of knowledge an individual has of the complexity of the project. As argued by Demeter and Losonci (2019), the transfer of knowledge in a clear structure helps in the better governance and management of the project.
Furthermore, being Open to Advice on the complexity of the project somewhat depends on the advice of colleagues and employees. As argued by Oswald et al. (2019), communication is important regarding the needs of both the project and employees to ensure better management in the implementation. The Effective Integrationis the cardinal stage of implementation of a project in regard to multinationals is the integration of the bits of the project. As per the views of Bisbevet al. (2020), effective integration enhances the efficiency of complex projects and opens doors to better financing structures.
Challenges Faced in Governance of the Projects
The challenge of governing the project is found on a higher hierarchy of the organisation in a multinational company. The international expansion of a multinational face risks on the economic potential, currency exchange, quality and services, climate and culture sensitivity. These risks can be mitigated with certain practices amidst the influential fluctuations of the demographic region. As mentioned by Willaret al. (2020), sustainable construction practices in the governance of any project can be identified in several aspects of the organisation. One of the cardinal challenges is the economic Potentialregardingthe construction of a complex project and its implementation differs along with the difference in demographic regions. As per the views of Van Loon et al. (2019), the governance of development in non-developing or economically low countries is affected by less knowledge of the foreign markets. Instead, assumptions are made in the estimates which causes the failure of the project implementation.
Differences occur due to global economic swings which initiates the inability to predict the nature of fluctuation creating domestic risks and bringing havoc over the implementation. The fluctuation of currency Exchange is an unpredictable fluctuation which may hamper the economic gain of the company. As mentioned by Bisbeyet al. (2019), the fluctuations can cause damage to the outsourced financial efficiency for the implementation of the project. The functionalities that have to be paid can create a hedge regarding the issues of quality and service. Despite the costing factors,services can be hampered depending upon the social factors of transportation and technology varying from the other half of the globe. The factors can be assessed by the political issues of regulations in the market affecting the variation of the implementation.
The cultural and climatic insensitivity poses threats to the governance of project implementation if the governing body is centrally aligned to a particular culture. The cultural gap can affect the integrity of the project due to lack of knowledge and failure in understanding the social norms of the region (Demeter and Losonci, 2019). The gaps in cultures could be filled up and the disintegration of an MNC can be skipped by planning ahead of time for robust implementation. As governance of the project could either be stable or surprisingly unstable, projection and risk assessment is a necessity in the implementation. The assurances of good governance can be evaluated on the basis of the expertise of the governing body on handling and mitigating risks.
Challenges Faced in Management of the Projects
The management of the complexity done in accordance with the project with engaged and supportive senior leaders faces numerous challenges in the governance of the project. As mentioned by Nawaz et al. (2020), the challenges and factors in respect to implementation of complex projects in a non-developing country can be identified differently. The cardinal challenge faced in the governance of the project is identifying the scope of the project with proper goals and criteria for its successful completion. As the project scope is identified, the next challenge emerges as the budgeting issues followed by the management of skilled members, risk management and accountability. Despite the availability of the resources, it is difficult to ensure the smooth implementation of any project.
Along with the challenges, the managerial aspect of project implementation struggles with the basics of time, scope and budget. As mentioned by Perieraet al. (2019), the natural phenomenon of risks helps with better outcome of the project in precise terms. The identification of the scope of the project is beneficial yet a hard task to assess requiring expertise and is the biggest challenge. Dealing with the challenge can be occasionally a tough call due to lack of communication with the customer or team members. Communication being an important factor cannot be excluded as it profiles the leadership qualities of a manager and enhances efficiency. The lack of goals and categorisation of success can christen budgeting issues in the implementation of the project. As mentioned by Bisbeyet al. (2019), budgeting issues pose the threat of either incomplete projects or rather dissatisfaction in the process. Financial issues have been the biggest hurdle of the implementation which can be resolved by using an adoptive measure of planning to avoid overrunning of costing factors.
Satisfying the need of skilled team members is a huge challenge faced by the managerial aspect of project implementation depending upon individual skill sets unified together. As per the views of Hartono et al. (2019), proper execution and planning experience is needed to work on the challenge at its weakest link for effectiveness. The fulfilment of the challenge of skilled members calls for better risk management in the implementation amidst the identified potential. Despite the adequacy in the rest of challenges, accountability has to be performed well with every member of the team with responsibility. The lack of accountability within skilled members becomes a worse situation in the workplace, yet effective measures can be taken.
Application of Multinational Sponsors
The implementation of the project is incomplete without a fund source of sponsors, spinning out the control of the threshold. As per the views of Quinn (2017), the sponsors are in a critical position with at least one project to sponsor and support. The inclusion of sponsors from a global perspective creates a multicultural platform providing a vast source of experience and creativity. Stated by Ikaet al. (2020), the international platform enhances the delivery of the project including promotion of creativity and motivation. Sponsors act as the reason for the project in their hierarchy by helping in the construction and implementation financially. There are huge differences between sponsors of different projects in accordance to their roles apart from financing.
The inclusion of sponsors in projects creates a sense of accountability in the management of the project. As mentioned by Zolfaniet al. (2018), the responsibility of the sponsors varies from one another in terms of vision, governance and values. The indifferent duties of the sponsors have been divided in accordance with the responsibilities taken by them. The responsibility of vision ensures the alignment of the project with strategic goals that had been identified within the course. Governing the project allows the sponsor to ensure its initiation and maintaining the priorities by defining significant roles to every member of the team. Valuation of the project by a sponsor identifies the status and progress of the project helping along with its decision-making abilities.
The duties of sponsors have been divided into phases of initiation, planning, implementation and closing the ongoing project with its successful completion. As mentioned by Clegg et al. (2018), with the inclusion of political aspects around the multinational corporation, sponsors can help with needs of the project. Another important role played by sponsors is the identification of stakeholders, enhancing the shareholding of the project amidst cultural differences. Despite corruption, the essence of work and cultural ethics is maintained and creativity is promoted within the organisation. The sponsors have been the key drivers for the financial management of the project with assurance of the project being successful in different demographics of culture. The bureaucratic structural maintenance of a critical role by sponsors is important as the projects are indirectly made for them, marking the success or failure. As mentioned by Quinn (2017), corruptions can hamper the integrity of the sponsors as well as projects. These defined actions and change in plans cause spin outs in the role of sponsors and the management as well.
Based on the above discussion it can be concluded that the study is around the critical evaluation of project implementation in the context of a multinational company. The implementation of complex projects is discussed in the aspect of a non-developing country in regard to the establishment of effective governance. Getting the right resources is needed to manage the integration of projects effectively apart from challenges faced in both governance and the management of projects. The application of multinational sponsors has been discussed in regard to the financing and costing of a complex project with clear structuring. Findings from the study have evaluated the implementation of the project and risk management on optimisation of organisation, governance, knowledge, resources and expert advice of integration within the hierarchy.
The study shows the challenges faced by the governing body and managerial body in the process of project implementation. The complexity in the construction and implementation of projects is discussed on the aspect of a non-developing country. Discussions are made about the challenges of governing bodies, namely optimisation of an organisation, the economic potential, currency exchange ensuring the cultural and climatic insensitivity. The challenges at a managerial level have been identified as project budget, hiring skilled members managing risks and maintaining accountability. Further, the study has discussed the role of sponsors thoroughly in accordance to their roles in vision, governance and values in the project. The distinct phases are identified for the work of sponsors regarding project quality and assurance of no corruption in the organisation and project financing.
PART A
Abdulai, M., Ibrahim, H. and Mohammed, M.A., 2017. Communicating across cultures in multinational Ibis West Africa. International Journal of Intercultural Relations, 58, pp.42-53. Available at: https://www.academia.edu/download/53006701/Article-Communicating_Across_Cultures.pdf
Cooke, F.L., Liu, M., Liu, L.A. and Chen, C.C., 2019. Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights. Human Resource Management, 58(5), pp.455-471. Available at: https://www.researchgate.net/profile/Leigh_Anne_Liu/publication/335423159_Human_resource_management_and_industrial_relations_in_multinational_corporations_in_and_from_China_Challenges_and_new_insights/links/5f21802e92851cd302c5f422/Human-resource-management-and-industrial-relations-in-multinational-corporations-in-and-from-China-Challenges-and-new-insights.pdf
Demeter, K. and Losonci, D., 2019. Transferring lean knowledge within multinational networks. Production Planning & Control, 30(2-3), pp.211-224. Available at: https://www.tandfonline.com/doi/pdf/10.1080/09537287.2018.1534272
Fessehatsion, P.W., 2017. School Principal’s Role in Facilitating Change in Teaching-Learning Process: Teachers’ Attitude. A Case Study on Five Junior Schools in Asmara, Eritrea. Journal of Education and Practice, 8(6), pp.134-142. Available at: https://files.eric.ed.gov/fulltext/EJ1133059.pdf
Fessehaye, N., Berhane, A., Ahmed, H., Mohamed, S., Tecle, F., Gikunju, J. and Odari, E., 2018. Prevalence of hepatitis B virus infection and associated seromarkers among pregnant women in Eritrea. Journal of Human Virology & Retrovirology, 6(1), pp.30-38. Available at: https://www.researchgate.net/profile/Nahom_Fessehaye/publication/323627704_Prevalence_of_Hepatitis_B_Virus_Infection_and_Associated_Seromarkers_among_Pregnant_Women_in_Eritrea/links/5b52e803aca27217ffab5071/Prevalence-of-Hepatitis-B-Virus-Infection-and-Associated-Seromarkers-among-Pregnant-Women-in-Eritrea.pdf
Jhaiyanuntana, A. and Nomnian, S., 2020. Intercultural Communication Challenges and Strategies for the Thai Undergraduate Hotel Interns. PASAA: Journal of Language Teaching and Learning in Thailand, 59, pp.204-235. Available at: https://files.eric.ed.gov/fulltext/EJ1240001.pdf
Measho, S., Chen, B., Trisurat, Y., Pellikka, P., Guo, L., Arunyawat, S., Tuankrua, V., Ogbazghi, W. and Yemane, T., 2019. Spatio-temporal analysis of vegetation dynamics as a response to climate variability and drought patterns in the semiarid region, Eritrea. Remote Sensing, 11(6), p.724. Available at: https://osjournal.org/ojs/index.php/OSJ/article/viewFile/1691/196
Müller, T.R., 2019. Borders and boundaries in the state-making of Eritrea: revisiting the importance of territorial integrity in the rapprochement between Eritrea and Ethiopia. Review of African Political Economy, 46(160), pp.279-293. Available at: https://www.researchgate.net/profile/Tanja_Mueller2/publication/333589803_Borders_and_boundaries_in_the_state-making_of_Eritrea_revisiting_the_importance_of_territorial_integrity_in_the_rapprochement_between_Eritrea_and_Ethiopia/links/5d91f1e1458515202b74f092/Borders-and-boundaries-in-the-state-making-of-Eritrea-revisiting-the-importance-of-territorial-integrity-in-the-rapprochement-between-Eritrea-and-Ethiopia.pdf
Oppenheimer, C., Khalidi, L., Gratuze, B., Iverson, N., Lane, C., Vidal, C., Sahle, Y., Blegen, N., Yohannes, E., Donovan, A. and Goitom, B., 2019. Risk and reward: explosive eruptions and obsidian lithic resource at Nabro volcano (Eritrea). Quaternary Science Reviews, 226, p.105995. Available at: https://eprints.bbk.ac.uk/id/eprint/29394/1/Nabro_QSR_accepted.pdf
Osnes, K.B., Olsen, J.R., Vassilakopoulou, P. and Hustad, E., 2018. ERP systems in multinational enterprises: a literature review of post-implementation challenges. Procedia computer science, 138, pp.541-548. Available at: https://www.sciencedirect.com/science/article/pii/S1877050918317204/pdf?md5=f0e2d44011e7c211d0cd427a2838ed68&pid=1-s2.0-S1877050918317204-main.pdf
Oswald, D., Wade, F., Sherratt, F. and Smith, S.D., 2019. Communicating health and safety on a multinational construction project: challenges and strategies. Journal of Construction Engineering and Management, 145(4), p.04019017. Available at: https://arro.anglia.ac.uk/703599/11/Sherratt_2018_8.pdf
Telukdarie, A., Buhulaiga, E., Bag, S., Gupta, S. and Luo, Z., 2018. Industry 4.0 implementation for multinationals. Process Safety and Environmental Protection, 118, pp.316-329. Available at: https://www.researchgate.net/profile/Shivam_Gupta30/publication/326051497_Industry_40_Implementation_for_Multinationals/links/5b58bb00458515c4b244bf49/Industry-40-Implementation-for-Multinationals.pdf
van der Ploeg, L. and Vanclay, F., 2018. Challenges in implementing the corporate responsibility to respect human rights in the context of project-induced displacement and resettlement. Resources Policy, 55, pp.210-222. Available at: http://varj.ca/wp-content/uploads/2018/12/Human-Rights-and-Mining-Development-in-Mozambique-3.pdf
PART B
Bagni, G., Godinho Filho, M., Tortorella, G.L. and Jabbour, C.J.C., 2021. Critical soft factors for card-based production systems implementation: A multi-method study. Brazilian Journal of Operations & Production Management, 18(4), pp.1-17. Available at:https://bjopm.emnuvens.com.br/bjopm/article/download/1128/971
van der Ploeg, L. and Vanclay, F., 2018. Challenges in implementing the corporate responsibility to respect human rights in the context of project-induced displacement and resettlement. Resources Policy, 55, pp.210-222. Available at:http://varj.ca/wp-content/uploads/2018/12/Human-Rights-and-Mining-Development-in-Mozambique-3.pdf
Osnes, K.B., Olsen, J.R., Vassilakopoulou, P. and Hustad, E., 2018. ERP systems in multinational enterprises: a literature review of post-implementation challenges. Procedia computer science, 138,pp.541-548. Available at:https://www.sciencedirect.com/science/article/pii/S1877050918317204/pdf?md5=f0e2d44011e7c211d0cd427a2838ed68&pid=1-s2.0-S1877050918317204-main.pdf
Demeter, K. and Losonci, D., 2019. Transferring lean knowledge within multinational networks. Production Planning & Control, 30(2-3), pp.211-224. Available at:https://www.tandfonline.com/doi/pdf/10.1080/09537287.2018.1534272
Oswald, D., Wade, F., Sherratt, F. and Smith, S.D., 2019. Communicating health and safety on a multinational construction project: challenges and strategies. Journal of Construction Engineering and Management, 145(4), p.04019017. Available at:https://arro.anglia.ac.uk/703599/11/Sherratt_2018_8.pdf
Bisbey, J., Nourzad, S.H.H., Chu, C.Y. and Ouhadi, M., 2020. Enhancing the efficiency of infrastructure projects to improve access to finance. Journal of Infrastructure, Policy and Development, 4(1), pp.27-49. Available at:https://systems.enpress-publisher.com/index.php/jipd/article/viewFile/1175/890
Nawaz, A., Su, X., Din, Q.M.U., Khalid, M.I., Bilal, M. and Shah, S.A.R., 2020. Identification of the H&S (health and safety factors) involved in infrastructure projects in developing countries-A sequential mixed method approach of OLMT-project. International journal of environmental research and public health, 17(2), p.635. Available at:https://www.mdpi.com/1660-4601/17/2/635/pdf
Willar, D., Waney, E.V., Pangemanan, D.D. and Mait, R., 2020. Sustainable construction practices in the execution of Sustainable development in construction infrastructure projects. Smart and Sustainable Built Environment.Available at:http://repository.polimdo.ac.id/2154/1/%282%29%20Jurnal%20SASBE_2020.pdf
Van Loon, J., Oosterlynck, S. and Aalbers, M.B., 2019. Governing urban development in the Low Countries: From managerialism to entrepreneurialism and financialization. European Urban and Regional Studies, 26(4), pp.400-418. Available at:https://www.researchgate.net/profile/Jannes_Van_Loon2/publication/327944084_Governing_urban_development_in_the_Low_Countries_From_managerialism_to_entrepreneurialism_and_financialization/links/5d36d0cb4585153e59198367/Governing-urban-development-in-the-Low-Countries-From-managerialism-to-entrepreneurialism-and-financialization.pdf
Pereira, V., Munjal, S. and Ishizaka, A., 2019. Outsourcing and offshoring decision making and its implications for businesses-A synthesis of research pursuing five pertinent questions. Journal of Business Research, 103, pp.348-355. Available at:https://eprints.whiterose.ac.uk/149842/3/Outsourcing%20and%20Offshoring%20Decision%20Making%20and%20its%20Implications%20for%20Businesses.pdf
Hartono, B., Sulistyo, S. and Umam, M., 2019. Leadership profiles of successful project managers in Indonesia. Journal of Industrial Engineering and Management, 12(2), pp.274-301. Available at:https://upcommons.upc.edu/bitstream/handle/2117/176064/2735-11270-1-PB.pdf
Fonseca, A.A., Heyn, R.H., Frøseth, M., Thybaut, J.W., Poissonnier, J., Meiswinkel, A., Zander, H.J. and Canivet, J., 2021. A Disruptive Innovation for Upgrading Methane to C3 Commodity Chemicals: Technical challenges faced by the C123 European consortium. Johnson Matthey Technology Review, 65(2), pp.311-329. Available at:https://www.technology.matthey.com/wp-content/uploads/pdf/311-329-jmtr-apr21.pdf
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