In my humble opinion, a contractor's venturing into overseas and JV among them to venture overseas is 2 different perspectives.

The former is very much related to contractor's competency, capability (money, etc.), and what they can offer overseas. The latter is not just about the previous elements, but what are the value(s) that our indigenous contractors had and shared together, that enable the JV to be implemented. It may go beyond just traditional economic value :-)

Please allow me to give one scenario, a normal grade G7 contractor going oversea to bid for a tender. What are their successful rate if I may ask u? And in another hand, a more than average grade G7 contractor going oversea with a handful of competency, and technology which not just came as a contractor, but as a problem solver. What are their successful rate?

In Malaysia, there are less contractors that have their own products or technologies to be offered overseas. Most of the time, they will rely on outsourcing, seeking manufacturers, don't they? So, my view is clear, a contractor partnered with maybe a technology manufacturer/contractor might have a better chance in getting job oversea, within ethical tendering processes.

However, since the previous is generally a collaboration/JV/partnering/etc., there must be an underlying shared value(s) that working in the background in order for the effort to be materialised :-) Therefore, their success factors need to be outlined in the first place, where it might shed some light on the particular shared value(s).

I for myself saw significant outcome from what u are trying to accomplish here. Unfortunately, I'm so sorry because for the time being, I can"t point u to any appropriate literatures, and maybe because there are less research on this topic from local contact. Thus my advise is, please seek information from the CIDB Malaysia since they have current data for overseas-going contractors. From there, a central phenomenon type of investigation would be the best choice, seeking info from the players themselves. And don't forget to get courtesy assisstance from the CIDB, I am sure they are very helpful.

All above is just my 2cents, good luck :-)

Thank you Hairuddin Mohammad for your comprehensive answer. Indeed, the data from CIDB are useful and indicated that very few local contractors have ventured into overseas construction projects together. Competency, experience, and skills of Malaysian contractors require a lot of development. But JV is believed to offer many advantages for the contractors to be able to undertake projects and sustain in the global market. Perhaps this is a good area of research as you have pointed out.

Dear Dr, in may point of view, introducing a knowledge-based decision system for  Malaysian contractors concerning national and international venturing matters can  pay huge benefits. Moreover, i personally think that within this process business continuity management (BCM) should be more emphasized due to the fact that the venturing itself can be sustained.

Salam aidilfitri to all :-)

I just would like to add since I've found out that until now there are no established platform to enrich JV among indigeneous contractors.

Given the fact that our construction industry is fond to embrace the practices in other industry (e.g. manufacturing), it is wise to look at the practical implementation from their point of view. There are many cases (although not all were successful towards the end) in manufacturing industry that utilises JV, including local-to-local, local-to-oversea, and others. It might keep the ball rolling though. Plus, I would agree very much to previous commentor on BCM, aside from Strategic Management on top of it :-)

Hmm the way I see it, this is gonna be a lot of works, but in the end the positive impact is huge. There is an attached file for your kind perusal, on behalf of local construction JV. I hope this will help :-) 

Thanks