Understanding differences in construction project governance between developed and developing countries

Whereas most experts recognize the substantial differences in the construction sector between developed and developing countries, very little is known about <italic>how</italic> and <italic>to what extent</italic> construction project governance actually differs between the two contexts. In order to shed light on these differences, a suitable definition of project governance must be adopted and identical variables must be assessed in developed and developing contexts. Three characteristics of temporary multi-organizations that conduct construction projects (used here as categories of analysis) help identify these differences: formal structuring, informal structuring, and the role and participation of stakeholders. Based on three case studies, a survey, and semi-directed interviews, significant differences are found in how power and authority are exercised (and leadership styles applied), in the use of informality and in the roles assumed by stakeholders. Although the analysis of such differences is often considered a diagnosis of problems to be 'fixed' in projects in developing countries, we believe that these differences should be read as project governance mechanisms of adaptation to different environmental conditions, and therefore key elements that need to be fully understood by professionals working in developing countries.