Using design-and-build as an entry strategy to the Chinese construction market

Xu, Tingting; Greenwood, David

doi:10.1016/j.ijproman.2006.01.001

Cited by 11 publications

(8 citation statements)

References 30 publications

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“…In the present study, we consider only foreign direct investment in China. We employ Xu and Greenwood’s (2006) classification of entry types: entry without collaboration (WOC); and collaboration-based entry (WC). The former represents wholly owned foreign enterprises (or wholly owned subsidiaries), whereas the latter, strategic alliances with local firms, project-based collaboration, joint ventures, and mergers and acquisitions, among others (Yuan et al, 2014).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Business Relationship Strategy for Foreign-Invested Enterprises in China: The Moderating Role of Competitive Structure and Entry Type

Yuan

Kim

Song

et al. 2017

Journal of Asian and African Studies

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Although the role of Guanxi in China as a form of relationship marketing (RM) has received increasing attention in recent years, few empirical studies have indicated that Guanxi has more impact on performance than RM in the Chinese market. Foreign-invested enterprises (FIEs) may have some difficulty in fully practicing RM in China without considering the influence of Guanxi. In this regard, this study is guided by the following research question: “In China, which factors influence the differences in the impacts created by RM and Guanxi?” In this study, we first provide an overview of previous research on Guanxi, focusing on the fundamental differences between Guanxi and RM. We then provide an empirical analysis of the differential effects of Guanxi and RM on firm performance by investigating 297 FIEs in China. The results suggest that Guanxi and RM are not trade-off options in today’s Chinese market. Guanxi and RM have synergetic effects on firm performance, that is, they have differential effects based on the mode of market entry and the competitive structure. Guanxi is more likely to influence firm performance for collaboration-based entry firms rather than entry without collaboration firms, whereas RM is more likely to influence firm performance when FIEs’ main competitors are foreign firms than when they are local firms.

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Section: Hypothesis Developmentmentioning

confidence: 99%

Business Relationship Strategy for Foreign-Invested Enterprises in China: The Moderating Role of Competitive Structure and Entry Type

Yuan

Kim

Song

et al. 2017

Journal of Asian and African Studies

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“…The first priority of an international retailer in a foreign country is to identify segments for which an effective marketing program can be developed (Xu & Greenwood, 2011). This section uses Home Depot as an example to illustrate international retailers' target market in China.…”

Section: An International Retailer's Target Market In Chinamentioning

confidence: 99%

“…3 of the Construction Law of China encourages the procurement of construction projects through design‐and‐build as a packaged deal ().In a typical design‐and‐build project, prequalified design‐and‐build contractors submit their tender documents (including preliminary designs and cost estimates) against the client's requirements. Based on the evaluation of the various bidders' plan, one contractor is selected (Xu & Greenwood, 2011). This contractor is charged with purchasing construction materials, and such contractors are an important segment of Home Depot's market in China.…”

Section: An International Retailer's Target Market In Chinamentioning

confidence: 99%

Culture Determines Business Models: Analyzing Home Depot's Failure Case in China for International Retailers from a Communication Perspective

Gao¹

2013

Thunderbird Intl Bus Rev

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This article is a result of a longitudinal case study regarding Home Depot's operation in China. From 2006 to 2011, the author conducted 37 in‐depth interviews with Home Depot executives, managers, lawyers, employees, suppliers, and consumers, as well as its Western and Chinese competitors. These interviews generated 500+ pages of transcripts and field notes. Home Depot entered China in 2006 by acquiring 12 stores from a Chinese company, Home Way. However, by September 2012 all Home Depot stores in China had been closed. This interview‐based single‐case‐study research has these notable contributions. First, this research stresses the importance of host culture in creating a business model when an international retailer expands to a foreign country. Second, the research develops a new Host Culture Analysis Framework: CELM (host Culture, business Environment, target consumer Lifestyle, and target consumer Mentality). Third, by applying the CELM framework to the Chinese market, this research suggests that Home Depot could have replaced its ineffective DIY (Do‐It‐Yourself) model with the new DIFM (Do‐It‐for‐Me) business model for China. Fourth, this article proposes a new urban boutique store (UBS) retail format for international retailers entering emerging markets. Finally, this research shows that in‐depth interview is a solid research method to be applied to case studies, for the discovery of deeper reasons of international expansion failures. © 2013 Wiley Periodicals, Inc.

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“…China's construction industry provides convenience to understand CPB. For instance, the Chinese construction market is characterized by rapid development, dynamic structures, and high unpredictability [14]. e characters not only provide a proper context to investigate CPB but also match the emerging market.…”

Section: Introductionmentioning

confidence: 99%

Understanding Construction Contractors’ Intention to Undertake Consummate Performance Behaviors in Construction Projects

Ling

Guo

Ning

2020

Advances in Civil Engineering

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Contractors’ consummate performance behavior (CPB) refers to that contractors perform within the spirit of the contract. This is important to improve project performance. However, few studies have investigated why contractors would undertake CPB. Drawing on the theory of planned behavior (TPB), this study aims to examine which factors influence the intention of CPB. To achieve this, a questionnaire survey was undertaken in China, with 195 valid questionnaires from project managers and contract managers being received. Data were analyzed through structural equation modeling and fuzzy set qualitative comparative analysis. The results show that the intention of CPB is mainly influenced by attitude toward benefit/cooperation/social value, subjective norm, and perceived behavioral control. Attitude toward social value has the greatest impact on the intention of CPB, whereas the subjective norm is least effective on the intention of CPB. In addition, three equifinal combinations result in the intention of CPB. Attitude toward cooperation and subjective norm are the core of the contractors’ intention of CPB. These two factors cannot be replaced by other factors.

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Using design-and-build as an entry strategy to the Chinese construction market

Abstract: Telephone:UK+ ( projects, on design-and-build capacity, and on collaboration with Chinese design institutes.

Cited by 11 publications

References 30 publications

Business Relationship Strategy for Foreign-Invested Enterprises in China: The Moderating Role of Competitive Structure and Entry Type

Business Relationship Strategy for Foreign-Invested Enterprises in China: The Moderating Role of Competitive Structure and Entry Type

Culture Determines Business Models: Analyzing Home Depot's Failure Case in China for International Retailers from a Communication Perspective

Understanding Construction Contractors’ Intention to Undertake Consummate Performance Behaviors in Construction Projects

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