Empirical Assessment of Internationalization Strategies for Small and Medium Construction Companies

被引:31
作者
Jung, Wooyong [1 ]
Han, Seung H. [1 ]
Park, Heedae [1 ]
Kim, Du Y. [2 ]
机构
[1] Yonsei Univ, Dept Civil & Environm Engn, Seoul 120749, South Korea
[2] Georgia Inst Technol, Econ Sustainable Built Environm ESBE Lab, Sch Bldg Construct, Atlanta, GA 30332 USA
关键词
Internationalization; Small and medium construction companies; Entry mode; Evolutionary paths; Foreign experience; Cultural effects; JOINT VENTURES; ENTRY MODE; FOREIGN ENTRY; PERFORMANCE; FIRMS; TRANSACTION; SURVIVAL; CULTURE; CHOICE; COST;
D O I
10.1061/(ASCE)CO.1943-7862.0000237
中图分类号
TU [建筑科学];
学科分类号
0813 ;
摘要
In the wake of increased globalization, more small and medium construction companies (SMCCs) are expanding into the global market. However, the international construction industry is different from the domestic with respect to resource, regulations, culture, entry strategies, and risk levels among other factors. This paper explores various ways and modes of internationalization for SMCCs under 13 key hypotheses that are relevant to the issues of internationalization from the perspective of SMCCs. To verify these hypotheses, this study used actual data from 560 cases of SMCCs' overseas projects performed between 1990 and 2007. It was found that SMCCs' entry scheme as prime contractors was more rewarding than in the case of subcontractors. Moreover, SMCCs are likely to evolve from subcontractors engaged with home-country contractors to subcontractors engaged with foreign contractors. Also, cultural distance is positively related to performance, but the effects of cultural properties are not as strong compared to the international manufacturing industry. The results are expected to help SMCCs build internationalization strategies by determining promising entry modes, proposing possible evolutionary paths to enter overseas projects, and assessing cultural effects in reference to SMCCs' successful performance.
引用
收藏
页码:1306 / 1316
页数:11
相关论文
共 64 条
[1]  
Abdul-Aziz A-R., 1994, Construction Management and Economics, V12, P473
[2]   How entrepreneurial firms can benefit from alliances with large partners [J].
Alvarez, SA ;
Barney, JB .
ACADEMY OF MANAGEMENT EXECUTIVE, 2001, 15 (01) :139-148
[3]  
[Anonymous], 1988, COOPERATIVE STRATEGI
[4]   Issues in subcontracting practice [J].
Arditi, D ;
Chotibhongs, R .
JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT-ASCE, 2005, 131 (08) :866-876
[5]   Internationalising in small, incremental or larger steps? [J].
Barkema, Harry G. ;
Drogendijk, Rian .
JOURNAL OF INTERNATIONAL BUSINESS STUDIES, 2007, 38 (07) :1132-1148
[6]   What differences in the cultural backgrounds of partners are detrimental for international joint ventures? [J].
Barkema, HG ;
Vermeulen, F .
JOURNAL OF INTERNATIONAL BUSINESS STUDIES, 1997, 28 (04) :845-864
[7]  
Barkema HG, 1996, STRATEGIC MANAGE J, V17, P151, DOI 10.1002/(SICI)1097-0266(199602)17:2<151::AID-SMJ799>3.3.CO
[8]  
2-Q
[9]   Explaining the national cultural distance paradox [J].
Brouthers, KD ;
Brouthers, LE .
JOURNAL OF INTERNATIONAL BUSINESS STUDIES, 2001, 32 (01) :177-189
[10]   Institutional, cultural and transaction cost influences on entry mode choice and performance [J].
Brouthers, KD .
JOURNAL OF INTERNATIONAL BUSINESS STUDIES, 2002, 33 (02) :203-221