While there are many motivating factors for green finance (GF) implementation, a comprehensive taxonomy of these variables is lacking in the literature, especially for green buildings (GBs). This study aims to analyze the criticality and interdependence of GF‐in‐GB's driving factors. This study develops a valid set of factors to justify the interrelationships among the drivers. The drivers of GF‐in‐GB are qualitative in nature, and uncertainties exist among them due to linguistic preferences. This study applies the fuzzy Delphi method to validate eight drivers under uncertainties. Fuzzy Decision‐Making Trial and Evaluation Laboratory (FDEMATEL) with qualitative information is used to determine the interrelationships among the drivers. The drivers were grouped under two categories: prominent drivers and cause‐effect drivers. The findings revealed that “increased awareness of GF models in GB” and “preferential capital requirements for low‐carbon assets” are the top two most prominent/important drivers of GF‐in‐GB. In Ghana, the top three cause group drivers are “climate commitment,” “improved access to and lower cost of capital,” and “favorable macroeconomic conditions and investment returns.” Drivers with the highest prominence values have the potential to affect and/or be affected by other drivers; therefore, managers and policymakers should prioritize promoting or pursuing these drivers in the short term. On the other hand, it is important to pay more than equal attention to the drivers with the highest net cause values because they have the largest long‐term impact on the entire system. The theoretical and practical implications of the study are discussed, enhancing understanding and decision‐making in GF‐in‐GB.

International construction joint ventures (ICJVs) have become an important way of exploiting business opportunities for construction companies worldwide. Yet, several barriers and risk factors contribute to their failure. This study aims to identify the barrier and risk factors affecting ICJVs through the lens of a systematic review methodology. Findings from 43 peer-reviewed articles showed an increasing publication trend for the past three decades (1990–2020). The bulk of the studies were conducted in Asia and Europe, particularly China and the UK, respectively. Overall, 37 barrier factors were identified, and these fall into six categories, namely, inter-organizational differences, lack of expertise and confidence, lack of effective planning and strategies, lack of knowledge of ICJV’s fundamentals, conflicts, and management difficulties. Next, 53 risk factors were identified and grouped into six, namely, policy and political risks, legal risks, financial risks, management risks, project and technical risks, and market risks. More importantly, knowledge gaps in existing studies are highlighted and future research directions are then proposed. The list of failure factors creates a valuable frame of reference for researchers and practitioners to develop more reliable, comprehensive, and proactive management strategies for ICJVs.

Recognizing that there exist discrete sets of factors driving the adoption of international construction joint ventures (ICJVs) for different countries, organizations, and stakeholders, this study aims to identify the driving factors, and integrate them into a classification framework for better understanding. The Virtual Libraries (VLs) of respective journals were accessed directly to retrieve the related papers for the study. Popular search engines such as Google Scholar, the Web of Science, and Engineering Village were also used to complement the search process. From the review, universal drivers that promote the adoption of ICJV have been identified for policymakers and stakeholders’ realization. The UK, Australia, Singapore, Turkey, and China have been the top countries noted for pioneering ICJV drivers’ research. While the bulk of studies has come from developed countries, developing countries have also made a significant contribution. A conceptual framework has been developed to guide, determine, and assess the success of ICJVs based on 47 identified drivers. The framework consists of five major constructs of ICJV drivers: legal and market-driven drivers, strategic vision drivers, organizational and personal goal drivers, relationship building and operational success drivers, and capacity building drivers. These drivers act as a blueprint for the parties to the venture and could be used to determine the success and failure dynamics of ICJVs. The developed framework serves as a guide for all industry practitioners and decision-makers interested in adopting an ICJV. Further, it can facilitate the development of appropriate and effective policies by government agencies to promote the adoption of ICJVs. Moreover, the checklist and framework provide a strong foundation for researchers to conduct a further empirical investigation on the topic.

Purpose: International construction joint ventures (ICJVs) are an effective strategy for construction companies worldwide for delivering large and complex projects. Despite numerous ICJVs studies, there is a lack of comprehensive empirical examination of what drives ICJVs implementation. This study aims to investigate the key drivers for implementing ICJVs through an international survey.Design/methodology/approach: Grounded on a comprehensive literature review and structured questionnaire survey, 123 ICJV experts' responses from 24 different countries/jurisdictions were analyzed using inferential and descriptive statistics. Mann–Whitney U test was used to determine any divergence of ranking of the drivers by the experts. Factor analysis (FA) was used to identify the clusters underlying the key drivers. Rank agreement analysis was later used to investigate the consensus between experts from developing and developed countries/jurisdictions on their ranking of the clusters.Findings: Out of 34 factors, 26 factors greatly drive the implementation of ICJVs. Mann–Whitney U test results prove the absence of significant disparity among the experts in the ranking of the drivers. Six clusters were obtained through factor analysis (FA), namely, market-penetration and innovation-driven drivers, legal and market-driven drivers, fiscal incentives and market expansion drivers, personal branding drivers, sustainable advantage/power drivers and industrial and organizational promotion drivers. Rank agreement analysis exhibited varied levels of concurrence between professionals from developed and developing countries/jurisdictions.Practical implications: The appreciation of the factors motivating ICJVs is beneficial to the successful implementation of ICJV strategies. A clear understanding of the drivers can help practitioners and policymakers to customize their ICJVs to reap the expected benefits.Originality/value: The study has generated valuable insights into the factors that are greatly driving the implementation of ICJVs worldwide. While the findings of this study provide a profound contribution to theory and practice, it contributes to sustainable growth in different perspectives.