Abstract
To many firms in the construction industry, the joint venture offers a solution to the problem of maintaining flexibility while being able to deliver turnkey contracts. With consolidation, however, venturing opportunities are restricted because potential partners may already be part of a rival group. Merging into ever larger companies, however, creates internal tensions as divisions are forced to work together. John Mowlem Construction developed the idea of internal joint ventures within the group. It built on managers' experience of external partnering. The arrangement aided the integration of new divisions while maintaining adaptability in the changing market. The paper describes how the practice of using contracted consortia developed over some 10 years.
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