Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 6 results ...

Abdul-Rahman, H, Yahya, I A, Berawi, M A and Wah, L W (2008) Conceptual delay mitigation model using a project learning approach in practice. Construction Management and Economics, 26(01), 15–27.

Dzeng, R-J and Wang, S-S (2008) An analysis of infrastructure development based on national competitiveness perspectives. Construction Management and Economics, 26(01), 47–61.

Green, S D, Larsen, G D and Kao, C-C (2008) Competitive strategy revisited: contested concepts and dynamic capabilities. Construction Management and Economics, 26(01), 63–78.

Lai, L W C, Ng, F W N and Yung, P (2008) The Coase Theorem and a Coasian construction economics and management research agenda. Construction Management and Economics, 26(01), 29–46.

Mehmet, O and Yorucu, V (2008) Explosive construction in a micro-state: environmental limit and the Bon curve: evidence from North Cyprus. Construction Management and Economics, 26(01), 79–88.

Neves, J C and Bugalho, A (2008) Coordination and control in emerging international construction firms. Construction Management and Economics, 26(01), 3–13.

  • Type: Journal Article
  • Keywords: Multinational firms; international business; management control
  • ISBN/ISSN: 0144-6193
  • URL: http://www.informaworld.com/openurl?genre=article&issn=0144-6193&volume=26&issue=1&spage=3
  • Abstract:
    Decisions pertaining to the coordination and control of subsidiaries made by emerging international construction firms are crucial for the success of their internationalization process. The case study approach, based on four emerging international construction firms with headquarters in Portugal, is used to analyse the coordination and control processes adopted by these construction firms at an early internationalization stage. The proposition of the study was that these types of firms learn more from their experiences than from the existing theory in the literature. The results show a clear pattern of replication of home norms and practices, suggesting that at an early stage they neglect the theory of international business, the host countries' specificities and the consequent adaptation needs. The case studies show that all the headquarters initiated the control of their international activities through home-based bureaucratic systems, but have realized that they need more cultural and social control, as recommended by Bartlett and Ghoshal (1989, 1992).