Entry Mode Taxonomy and Choice of Chinese International Construction Companies

Jia, Ruoyu; Deng, Xiaopeng; Zhao, Xianbo; Yuan, Jingfeng

doi:10.1061/(asce)me.1943-5479.0000506

Cited by 19 publications

(21 citation statements)

References 75 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Localization is a common strategy in international business and can help ICEs integrate into the host society [6]. ICEs with a high level of localization will be free from discrimination and opposition [7,49]. ICEs are paying increasing attention to the control of core and critical technologies because the impact of technology on competition between ICEs is increasingly fierce.…”

Section: Making Correct Decisions (C1)mentioning

confidence: 99%

“…Given the increasingly complex business environment, political risks should not be ignored by ICEs when they approach global markets [2,6,7]. Political risk in international construction projects refers to uncertainty related to political events (e.g., political violence, regime changes, coups, revolutions, breaches of contract, terrorist attacks, and wars) and to arbitrary or discriminatory actions (e.g., expropriation, unfair compensation, foreign exchange restrictions, unlawful interference, capital restrictions, corruption, and labor restrictions) by host governments or political groups that may have negative impacts on ICEs [6].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Identifying Political Risk Management Strategies in International Construction Projects

Chang

Hwang

Deng

et al. 2018

Advances in Civil Engineering

Self Cite

View full text Add to dashboard Cite

International construction projects are plagued with political risk, and international construction enterprises (ICEs) must manage this risk to survive. However, little attention has been devoted to political risk management strategies in international construction projects. To fill this research gap, a total of 27 possible strategies were identified through a comprehensive literature review and validated by a pilot survey with 10 international experts. Appraisals of these 27 strategies by relevant professionals were collected using questionnaires, 155 of which were returned. Exploratory factor analysis was conducted to explore the interrelationships among these 27 strategies. e results show that all of the 27 strategies are important for political risk management in international construction projects. Moreover, these 27 strategies were clustered into six components, namely, (1) making correct decisions, (2) conducting favorable negotiations, (3) completing full preparations, (4) shaping a good environment, (5) reducing unnecessary mistakes, and (6) obtaining a reasonable response. e 6 components can be regarded as 6 typical management techniques that contribute to political risk management in the preproject phase, project implementation phase, and postevent phases. e findings may help practitioners gain an in-depth understanding of political risk management strategies in international construction projects and provide a useful reference for ICEs to manage political risks when venturing outside their home countries.

show abstract

Section: Making Correct Decisions (C1)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Identifying Political Risk Management Strategies in International Construction Projects

Chang

Hwang

Deng

et al. 2018

Advances in Civil Engineering

Self Cite

View full text Add to dashboard Cite

show abstract

“…China has become one of the biggest international labor-sending countries [ 5 ]. The “Belt and Road Initiative” proposed by President Xi in 2013, focused on infrastructure construction has created great opportunities for Chinese international construction companies (CICCs) [ 6 ]. According to the Chinese Ministry of Commerce (CMC), the value of overseas newly-signed construction contracts grew steadily from USD 17.67 billion in 2003 to USD 241.8 billion in 2018 [ 7 ].…”

Section: Introductionmentioning

confidence: 99%

Identifying the Non-Traditional Safety Risk Paths of Employees from Chinese International Construction Companies in Africa

Jin

et al. 2021

IJERPH

View full text Add to dashboard Cite

In recent years, more and more construction enterprises are expanding into overseas markets, especially in underdeveloped regions such as Africa. Compared to domestic construction projects, international construction projects have been faced with more uncertainties and increased levels of safety risks to the employees in the context of political turmoil, racism, and religious conflict in the host country. This study aims to answer what risk factors contribute to the threat to the safety of overseas employees and how safety risk factors interact, using employees from Chinese international construction companies (CICCs) in Africa as an example. A total of 39 safety risk factors were selected by literature review and case study based on Heinrich’s Domino Theory of Accident Causation. To identify the critical safety risk sources and significant risk paths, a questionnaire survey was conducted among 208 professionals who have participated in construction projects in Africa. Using structural equation modeling (SEM), a total of twelve critical risk paths and five controllable risk sources were identified. The improper behaviors of the CICCs and their employees were shown to have the largest impact on the safety of Chinese employees, through the mediating effect of the criminal offense. This study provides some insights into safety risk management in international construction projects. Meanwhile, the quantitative approach proposed can also be used by other international companies or governments in identifying the safety risk paths of their overseas workers involved in international construction projects.

show abstract

“…motivations (Teo et al, 2007), barriers (Bo and Chan, 2012) and decision models (Han and Dickmen, 2001); (2) Market selection (Chen et al, 2016;Preece et al, 2016) and entry mode (Chen and Messner, 2011;Li et al, 2013). Firms' international market selection may be affected by both host country and firm-related factors, such as cultural differences, host market potential, firm size and multinational experience (Chen, 2008;Chen and Messner, 2010;Jia et al, 2016). (3) International performance: besides measuring indicators (Cheah et al, 2004;Jin et al, 2013) and performance prediction models (Han et al, 2007), factors of maintaining multinational firms' performance and sustainability have also been discussed deeply on both country and subsidiary levels (Pheng et al, 2004;Lu et al, 2009;Gunhan, 2005).…”

Section: Introductionmentioning

confidence: 99%

State and determinants of inter-regional market entry practices in the Chinese construction industry: evidence from national quality award projects

Wang

Xia

Cao

2020

ECAM

View full text Add to dashboard Cite

PurposeDue to the lack of industrywide data, now there is only perceptual knowledge, through survey data, that construction firms may face great challenges in geographical diversification. The article aims to provide an objective description on the state of interregional market entry practices in the Chinese construction industry. How these practices are influenced by related set of regional and industry-related factors is further studied.Design/methodology/approachDescription analysis of the practices is first performed based on a first-hand industrial data set including 1,020 projects and 404 construction firms. Combining provincial panel data in the National Bureau of Statistics of China, related regional and industry-related factors on these practices are further analyzed through hierarchical regression models.Findings(1) Interregional market entry practices are not quite prevalent during the past two decades, only involving 271 projects and 111 firms which accounts for 26.57% and 27.47% of the analyzed subjects respectively; (2) Large, state-owned and experienced firms are more frequently involved in the practices; (3) A number of regional factors such as local market protection and industry scale also significantly impact the practices.Research limitations/implicationsThe empirical analysis of this study was conducted using the specific dataset from the National Quality Award Projects where firms tend to be national, which may limit the generalizability of the findings to the whole industry contexts.Originality/valueWhile most of the research on market entry practices in the project-based construction industry is undertaken at project or firm level based on survey data, this research represents an exploratory effort of using objective data to provide a macro overview of the practices at the industry level. The findings could contribute to a deepened understanding of how these practices are impacted by related regional- and industry-level factors.

show abstract

Entry Mode Taxonomy and Choice of Chinese International Construction Companies

Cited by 19 publications

References 75 publications

Identifying Political Risk Management Strategies in International Construction Projects

Identifying Political Risk Management Strategies in International Construction Projects

Identifying the Non-Traditional Safety Risk Paths of Employees from Chinese International Construction Companies in Africa

State and determinants of inter-regional market entry practices in the Chinese construction industry: evidence from national quality award projects

Contact Info

Product

Resources

About