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By Wilco Tijhuis, Richard Fellows

1. advent 2. the development undefined, A Globalizing enterprise: a brief assessment of tendencies out there three. Culture's impact in building: a quick review of Theories four. Six Case-studies: Netherlands, Germany, Poland, Turkey, UAE, China five. classes Learnt and proposals 6. A Future-vision: Taking-up the problem

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Culture in international construction

1. creation 2. the development undefined, A Globalizing enterprise: a quick evaluation of developments available in the market three. Culture's impression in building: a quick evaluation of Theories four. Six Case-studies: Netherlands, Germany, Poland, Turkey, UAE, China five. classes Learnt and suggestions 6. A Future-vision: Taking-up the problem

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Human capital comprises the skills and abilities of persons, either individually or aggregated in organizations. g. perfect pitch) whereas other elements are acquired or extended through education (understanding the economics of bidding) and training (producing a critical path programme for a project). Thus, human capital relates to individuals’ abilities, social capital concerns relationships between individuals, and physical capital comprises artefacts; the common thread is that all forms of capital are desirable on account of their actual and potential contributions to the production of wealth – things which have value because they are wanted by persons.

Human capital comprises the skills and abilities of persons, either individually or aggregated in organizations. g. perfect pitch) whereas other elements are acquired or extended through education (understanding the economics of bidding) and training (producing a critical path programme for a project). Thus, human capital relates to individuals’ abilities, social capital concerns relationships between individuals, and physical capital comprises artefacts; the common thread is that all forms of capital are desirable on account of their actual and potential contributions to the production of wealth – things which have value because they are wanted by persons.

Those concerns are commonly manifested in the criteria for selection of partners and the establishment of safeguards against opportunistic behaviour by other alliance members, thereby increasing ex ante costs in the venture (Williamson, 1985). Although a formal joint venture is a particular category of business alliance, informally a joint venture may be seen as a much more generic construct of organizational relationships. An informal joint venture, such as a 20 Introduction construction project, is a hybrid of market and hierarchy (firm) elements.

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