This book tells you everything you need to know about international construction: the companies, their markets, the types of projects they build, how they compete and operate and how it affects us all. It paints a comprehensive portrait of an overlooked global business that generates a major portion of the GDP in every developed nation. As with any mature sector, countries make efforts to export their expertise, but the competition in construction is fierce, and the risks are many. Only the leanest and meanest survive. What, then, does it take to win? Most writing on construction focuses at the project-management level or even more narrowly at the level of technical performance. This book presents the big picture; it tells you what successful international construction companies do to stay in the game and thrive.
The book examines international construction through three lenses. The first is theory. The body of existing knowledge on construction is here brought together, condensed and explained. The second are the actors. The companies that lead the way in global construction are showcased, and the features that make countries desirable hosts are appraised. Finally, what is it that firms actually do? This last part delves into the various strategic approaches taken by 60 construction firms in carving out and defending an overseas market niche. The insights provide guidance on how global construction companies develop competitive advantage and stay resilient in the face of a mercurial global economy. These lessons will be of interest to the student and manager alike.
Arvustused
"A fresh and enlightening view of global construction firms and markets." - Dr Toong-Khuan Chan, University of Melbourne
| Preface |
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vii | |
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PART 1 Strategy - what the theory tells us |
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1 | (90) |
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1 Explaining the drive to go off-shore |
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3 | (39) |
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1.1 The nature of construction management |
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4 | (8) |
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1.2 Operating in a global economy |
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12 | (11) |
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1.3 What international business theories have to say |
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23 | (19) |
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2 Five big questions in need of an answer |
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42 | (49) |
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2.1 How will you choose your off-shore market? |
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44 | (8) |
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2.2 Who will staff the operations'? |
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52 | (6) |
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2.3 How will you manage your supply inputs? |
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58 | (7) |
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2.4 What range of products and services will you offer? |
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65 | (8) |
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2.5 How will you maintain competitive capabilities? |
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73 | (18) |
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PART 2 Players - the companies and countries involved |
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91 | (96) |
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3 Global construction companies and their markets |
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93 | (37) |
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3.1 The lure of foreign markets |
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94 | (8) |
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3.2 Compendium of national infrastructure markets |
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102 | (7) |
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3.3 Getting to know the international champions |
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109 | (6) |
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3.4 Some lesser-known construction majors |
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115 | (3) |
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3.5 A shifting competitive landscape |
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118 | (12) |
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4 Understanding the countries involved - both as project providers and recipients |
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130 | (57) |
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131 | (5) |
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136 | (5) |
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4.3 Peoples Republic of China |
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141 | (8) |
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149 | (5) |
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154 | (5) |
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159 | (5) |
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164 | (6) |
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4.8 Regional construction activity |
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170 | (17) |
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PART 3 Cases - what international firms actually do |
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187 | (96) |
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5 Case study - part 1: the ways in which construction firms localize operations |
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189 | (47) |
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5.1 Foreign construction firms active in China - case background |
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190 | (1) |
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5.2 Case research methodology |
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191 | (10) |
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5.3 Localization profiles |
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201 | (35) |
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6 Case study - part 2: learning from the experience of international constructors |
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236 | (47) |
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6.1 Client Base localization - discussed in light of the existing literature |
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237 | (8) |
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6.2 Human Resources localization - discussed in light of the existing literature |
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245 | (7) |
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6.3 Factor Inputs localization - discussed in light of the existing literature |
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252 | (6) |
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6.4 Value Chain localization - discussed in light of the existing literature |
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258 | (8) |
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6.5 New Capability localization - discussed in light of the existing literature |
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266 | (17) |
| Index |
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283 | |
Igor Martek is currently an academic at Deakin University, Australia. He earned his PhD in Enterprise Strategies in International Construction from the University of Melbourne. He also has an MBA from the Australian Graduate School of Management, University of NSW, and an MA in International Relations from the Australian National University, Canberra. His undergraduate degree is in Architecture (Honours) from the University of Melbourne. Igor has published over 100 academic papers.
Igor has worked extensively in industry, evaluating, managing and turning around large-capital projects in various locations around the world. He has worked in Europe, including Eastern Europe, the Middle East, China, Korea and Singapore. In Kuwait, he worked for the Ministry of Finance, assessing and developing projects financed by the Kuwait Fund. He spent ten years in Japan as managing director of Far-East operations of a British consultancy, advising major global enterprises on strategy and competitiveness.
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