1 Department of Civil Engineering, Xian Jiaotong-Liverpool University, Suzhou, China. 2 Department of Civil Engineering, University of Nottingham Malaysia Campus, Jalan Broga, Malaysia.
Technology transfer in the international construction industry is an important source as it helps companies move to better stages of design and construction capabilities. Three main barriers of technology transfer in construction have been identified through literature review—language barrier, cultural barrier and procurement options. The importance of these barriers has been identified through survey in the construction industry in Iran and Malaysia. 102 responses were received. Through SPSS analysis, the impacts of these barriers have been identified. The impact percentages are: language barrier 12.1%, cultural barrier 52.8% and procurement options 88.3%. Future researches are required in procurement options particularly in developing countries.
Kang, B. , Arefi, M. , Goh, B. and Song, M. (2015) An Investigation into Barriers of Technology Transfer in the Construction Industry in Iran and Malaysia. Open Journal of Social Sciences, 3, 85-91. doi: 10.4236/jss.2015.37015.
[1] Putranto, K., Stewart, D. and Moore, G. (2003) International Technology Transfer and Distribution. Journal of Technology in Society, 25, 143-153. [2] Wie, T.K. (2003) The Major Channels of International Technology Transfer to Indonesia. The Asia Pacific Economy, 10, 2214-2236. [3] Kumaraswamy, M.M. and Shrestha, G.B. (2002) Targeting Technology Exchange for Faster Organizational and Industry Development. Building Research & Information, 30, 3183-3195. http://dx.doi.org/10.1080/09613210110115216 [4] Sexton, M.G., Barrett, P. and Aouad, G. (1999) Diffusion mechanisms for construction research and innovation into small to medium sized construction firms, CRISP-99/7, London. [5] Nonaka, I. and Takeuchi, H. (1995) The Knowledge-Creating Company: How Japanese Companies Create Dynamics of Innovation. Oxford University Press. [6] Kogut, B. and Zander, U. (1992) Knowledge of the Firm Combinative Capabilities, and the Replication of Technology. Organization Science, 3, 383-397. http://dx.doi.org/10.1287/orsc.3.3.383 [7] Bust, P.D., Gibb, A.G.F. and Pink, S. (2008) Managing Construction Health and Safety: Migrant Workers and Communicating Safety Messages. Safety Science, 46, 585-602. [8] Trajkovski, S. and Loosemore, M. (2006) Safety Implications of Low-English Proficiency among Migrant Construction Site Operatives. International Journal of Project Management, 24, 446-452. [9] Shore B. and Cross, B.J. (2005) Exploring the Role of National Culture in the Management of Large-Scale International Science Projects. International Journal of Project Management, 23, 55-64. [10] Ankrah, N.A. and Proverbs, D. (2004) Treading the Softer Areas of Construction Management: A Critical Review of Culture. Association of Researchers in Construction Management, 1, 3551-3558. [11] Larson, E. and Drexler, J.A. (1997) Barriers to Project Partnering: Report for the Firing Line. Project Management Journal, 28, 146-152. [12] Loraine, R.K. (1994) Project Specific Partnering. Engineering, Construction and Architectural Management, 1, 15-16. http://dx.doi.org/10.1108/eb020989