International architectural, engineering and construction (AEC) firms need to decide on the appropriate market entry mode and business strategies when undertaking projects overseas. The objectives of this research are to investigate the effective market entry modes for penetrating China and the effective business strategies for managing projects in China. The research method is based on a structured questionnaire and data were collected via postal survey. Interviews have been conducted to complement the survey. The results show that establishing a wholly owned subsidiary in China is the most effective entry mode. Foreign AEC firms need to adopt a differentiation strategy by providing niche and superior service. They must also pay great attention to customer satisfaction to gain competitive advantage and clinch and manage projects. To succeed in China, foreign AEC firms need to set up a physical office there, to develop a good understanding of local by-laws, understand client requirements better and therefore provide them with a superior product or service.China, foreign firms, international construction, market entry mode, strategies,
Expanding beyond Singapore's boundaries has been a source of increased business for Singapore transnational construction corporations (STCCs). This paper analyses the significance of ownership advantage and disadvantage factors of STCCs in pursuing their international construction business, relative to other ASEAN contractors and contractors from developed countries. Moreover, this study examines if these ownership factors do vary significantly according to firm specific contextual variables in the STCCs such as size, international age, multinationality and extent of specialization/diversification. Based on responses from 22 STCCs, this study has found that the most important ownership advantage factors of STCCs were identified as coming from: (1) information, knowledge, technology and R&D capability; (2) the firm's name and reputation; and (3) management and organizational capability. Relative to established international contractors STCCs have a significant size disadvantage with reference to certain project types.
Dunning’s eclectic paradigm of international production, which focuses on the ownership, location and internalisation factors, presents a useful framework to explain the foreign value‐added activities of transnational corporations. “Eclectic paradigm” means a general framework or model chosen from what is preferred from various theories, systems or doctrines. The present study extends the eclectic paradigm to a study of Singapore transnational construction corporations (STCCs) and examines what location factors are viewed as the most significant for STCCs engaged in foreign value‐added construction‐related activities in their major international construction market. This study examines if these location factors vary significantly according to firm‐specific contextual variables in the STCCs, such as size, international age, multinationality and extent of specialisation/diversification, as well as the major reasons for STCCs to export their services overseas. The most important host location factors identified by STCCs operating in other Southeast Asian countries are: the host governments’ attitudes, policies and regulatory framework; the social, political, cultural and geographic factors; and the cost of doing business factors.
Purpose This study aims to focus on determining the influence of transformational leadership on work engagement as mediated by employee motivation. Design/methodology/approach The research findings are based on a quantitative analysis of a survey of 443 full-time employees working in the Guangdong–Hong Kong–Macao Great Bay Area (GBA) of China. Findings The positive perception of transformational leadership from employees enables them to accomplish tasks beyond expectations. With the help of structural equation modeling, this study reveals that the influence path of perceptions of transformational leadership on work engagement is partially mediated through employee motivation. Research limitations/implications Employee motivation is not the only mediating factor, other factors mediate the relationship between transformational leadership and work engagement. The problem of sample size and sampling collection, the survey only focuses on samples working in the GBA. Originality/value The analysis and results based on data from mainland China, especially the GBA, expands the boundaries of the role of transformational leaders in learning organization and provides additional data support and sources for future relevant research. At the same time, the study of the mediation models between leadership and work engagement also hints more potential possible mediation factors.
The top transnational construction corporations (TCCs) are ranked according to their international revenues by the Engineering News Record . The amount or share of international revenues of a contractor however does not necessarily reflect the contractor's global performance. The geographic spread of works in different countries and regions of the world and the extent of liberalization or protection of markets do influence the global performance of TCCs. To account for these factors, new measures of global spread, global intensity and global intensity with domestic performance are proposed which measures the global performance of contractors. These measures of global performance were applied to the top 20 international contractors reported by the ENR. The ranking of the top 20 TCCs shifts when the new measures of global performance are applied to these companies. One salient finding is that not all TCCs belonging to the top five, in terms of international revenues, are truly global construction corporations based on new global performance indicators. A significant implication for future research work is to assess how managers of TCCs can transform global presence and performance, as reflected in these new measures, into global competitive advantages.
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