Entry Mode of International Construction Market for Construction Firms in Taiwan: A Case Study of Consultant Company
Date Issued
2012
Date
2012
Author(s)
Lin, En-Ni
Abstract
Globalization has become one of the most critical issues for construction firms in Taiwan. However, internationalization of construction firms is a complex process and involves challenging decision making. This study focuses on the market entry strategies for during the process of internationalization.
Two methodology are used in this research. One is Model Building and the other is Case Study. Based on a critical review of literature, detailed case studies, a model for market entry strategies is developed. In the market entry model, it is hypothesized that the entry mode is jointly determined environmental factors, strategic factors, and sources of competitive advantages. Meanwhile, the Hypothesis are defined to link the OLI model and the choice of entry modes. Also, a market survey of emerging market in Asia is presented in the next chapter. Furthermore, a case study is used to practice the modeling process. Applications of the models developed are presented in the study to demonstrate how the models can be implemented. A Taiwanese Consultant Company is studied in this case and conclude that Wholly Owned Project or Joint-Venture Project is the best choice to enter the new market. However, the suggestions are only served in this case or similar situation. It should be very careful that not all the firms can apply the same conclusion.
Subjects
Entry Mode
Internationalization
Eclectic Theory of International Production
Type
thesis
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