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    Developing Competitive Advantages in Political Risk Management for International Construction Enterprises

    Source: Journal of Construction Engineering and Management:;2014:;Volume ( 140 ):;issue: 009
    Author:
    Xiaopeng Deng
    ,
    Sui Pheng Low
    ,
    Qiming Li
    ,
    Xianbo Zhao
    DOI: 10.1061/(ASCE)CO.1943-7862.0000836
    Publisher: American Society of Civil Engineers
    Abstract: International construction projects invariably involve political risks. This has been a persistent and pernicious problem encountered by international contractors. Various sets of variables have been suggested in the literature focusing on different aspects of political risk management (PRM) for international construction enterprises (ICEs). It is crucial to identify the relative importance and groupings of these variables. This paper aims to identify critical variables associated with PRM in international construction projects, and to analyze their rankings and underlying relationships. A total of 17 variables were identified through a literature review and consolidated by pilot studies with professionals in the international construction industry. Questionnaire instruments containing the 17 variables were sent out to the practitioners and academics, and 138 completed questionnaires were received. The top five ranked variables for PRM were (1) relationship with governments, (2) misconduct of contractors, (3) experiential knowledge of political risks, (4) relations with power groups, and (5) localization. Factor analysis was used as the data reduction tool and these 17 variables were further grouped into four resource dimensions, as follows: (1) relations, experience, acceptance, and localization; (2) recourse, organization, operation, and technology; (3) growth, ownership, leverage, and diversification; and (4) sustainability, opportunity, integration, and long-term. A management framework with both theoretical and practical meanings was finally developed for successful PRM in international construction projects. The findings would help the ICEs to clarify the highly prioritized variables and underlying factors which could be used as an assessment tool to evaluate the performance of PRM. Successful PRM would provide competitive advantages for the ICEs to survive and prosper in the host construction market, especially in those locations characterized by highly political risks.
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      Developing Competitive Advantages in Political Risk Management for International Construction Enterprises

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    contributor authorXiaopeng Deng
    contributor authorSui Pheng Low
    contributor authorQiming Li
    contributor authorXianbo Zhao
    date accessioned2017-05-08T22:07:45Z
    date available2017-05-08T22:07:45Z
    date copyrightSeptember 2014
    date issued2014
    identifier other30220135.pdf
    identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/71898
    description abstractInternational construction projects invariably involve political risks. This has been a persistent and pernicious problem encountered by international contractors. Various sets of variables have been suggested in the literature focusing on different aspects of political risk management (PRM) for international construction enterprises (ICEs). It is crucial to identify the relative importance and groupings of these variables. This paper aims to identify critical variables associated with PRM in international construction projects, and to analyze their rankings and underlying relationships. A total of 17 variables were identified through a literature review and consolidated by pilot studies with professionals in the international construction industry. Questionnaire instruments containing the 17 variables were sent out to the practitioners and academics, and 138 completed questionnaires were received. The top five ranked variables for PRM were (1) relationship with governments, (2) misconduct of contractors, (3) experiential knowledge of political risks, (4) relations with power groups, and (5) localization. Factor analysis was used as the data reduction tool and these 17 variables were further grouped into four resource dimensions, as follows: (1) relations, experience, acceptance, and localization; (2) recourse, organization, operation, and technology; (3) growth, ownership, leverage, and diversification; and (4) sustainability, opportunity, integration, and long-term. A management framework with both theoretical and practical meanings was finally developed for successful PRM in international construction projects. The findings would help the ICEs to clarify the highly prioritized variables and underlying factors which could be used as an assessment tool to evaluate the performance of PRM. Successful PRM would provide competitive advantages for the ICEs to survive and prosper in the host construction market, especially in those locations characterized by highly political risks.
    publisherAmerican Society of Civil Engineers
    titleDeveloping Competitive Advantages in Political Risk Management for International Construction Enterprises
    typeJournal Paper
    journal volume140
    journal issue9
    journal titleJournal of Construction Engineering and Management
    identifier doi10.1061/(ASCE)CO.1943-7862.0000836
    treeJournal of Construction Engineering and Management:;2014:;Volume ( 140 ):;issue: 009
    contenttypeFulltext
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