Perceived Project Value, Opportunistic Behavior, Interorganizational Cooperation, and Contractor Performance

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dc.contributor.authorNtayi, Joseph Mpeera
dc.contributor.authorRooks, Gerrit
dc.contributor.authorEyaa, Sarah
dc.contributor.authorQian, Cheng
dc.date.accessioned2022-02-11T20:04:20Z
dc.date.available2022-02-11T20:04:20Z
dc.date.issued2010
dc.description.abstractPredictors of contractor performance have attracted the attention of researchers in the developed world. However, research from sub-Saharan Africa to corroborate these findings has remained sparse. What exists is speculative and at best anecdotal. Using data from construction firms in Uganda, this study finds that commitment to the project, perceived value of the project, interorganizational cooperation, and opportunistic behavior are significant predictors of contractor performance. This has both policy and managerial implications, which we present in this paper.en_US
dc.identifier.citationNtayi, J. M., Rooks, G., Eyaa, S., & Qian, C. (2010). Perceived project value, opportunistic behavior, interorganizational cooperation, and contractor performance. Journal of African Business, 11(1), 124-141.https://doi.org/10.1080/15228911003608603en_US
dc.identifier.issn1522-9076
dc.identifier.urihttps://nru.uncst.go.ug/xmlui/handle/123456789/2080
dc.language.isoenen_US
dc.publisherJournal of African Businessen_US
dc.subjectconstruction, contractor performance, interorganizational relationships, opportunisticen_US
dc.titlePerceived Project Value, Opportunistic Behavior, Interorganizational Cooperation, and Contractor Performanceen_US
dc.typeArticleen_US
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