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Bassioni, H A, Price, A D F and Hassan, T M (2005) Building a conceptual framework for measuring business performance in construction: an empirical evaluation. Construction Management and Economics, 23(05), 495-507.

Chan, J K W, Tam, C M and Cheung, R (2005) Monitoring financial health of contractors at the aftermath of the Asian economic turmoil: a case study in Hong Kong. Construction Management and Economics, 23(05), 451-8.

Ellis, R C T, Wood, G D and Keel, D A (2005) Value management practices of leading UK cost consultants. Construction Management and Economics, 23(05), 483-93.

Kirkham, R J and Boussabaine, A H (2005) Forecasting the residual service life of NHS hospital buildings: a stochastic approach. Construction Management and Economics, 23(05), 521-9.

Lee, S-H, Thomas, S R and Tucker, R L (2005) The relative impacts of selected practices on project cost and schedule. Construction Management and Economics, 23(05), 545-53.

Li, B, Akintoye, A, Edwards, P J and Hardcastle, C (2005) Critical success factors for PPP/PFI projects in the UK construction industry. Construction Management and Economics, 23(05), 459-71.

Ling, F Y Y, Ibbs, C W and Cuervo, J C (2005) Entry and business strategies used by international architectural, engineering and construction firms in China. Construction Management and Economics, 23(05), 509-20.

  • Type: Journal Article
  • Keywords: China; foreign firms; international construction; market entry mode; strategies
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190500040141
  • Abstract:

    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.

Nyström, J (2005) The definition of partnering as a Wittgenstein family-resemblance concept. Construction Management and Economics, 23(05), 473-81.

Zayed, T M and Halpin, D W (2005) Deterministic models for assessing productivity and cost of bored piles. Construction Management and Economics, 23(05), 531-43.