Internationalization to China: a model for Australian architectural, engineering and construction firms Menzies, Jane L. and Orr, Stuart C. 2014, Internationalization to China: a model for Australian architectural, engineering and construction firms, International journal of construction education and research, vol. 10, no. 3, pp. 201-221, doi: 10.1080/15578771.2013.839484. Attached Files Name Description MIMEType Size Downloads Title Internationalization to China: a model for Australian architectural, engineering and construction firms Author(s) Menzies, Jane L. orcid.org/0000-0002-7685-8586 Orr, Stuart C. orcid.org/0000-0002-4675-046X Journal name International journal of construction education and research Volume number 10 Issue number 3 Start page 201 End page 221 Total pages 21 Publisher Taylor & Francis Place of publication Abingdon, Eng. Publication date 2014-07 ISSN 1557-8771 1550-3984 Keyword(s) international business network strategy Uppsala Australia Summary The experiences of an architectural, an engineering, and a construction organization, when internationalizing to China, are compared to extant theories of internationalization to develop an enhanced explanation if these organizations’ internationalization. The research examines the explanatory power of both the Uppsala internationalization model and network theory for internationalization. The research determined that, whilst these organizations utilized an incremental internationalization process, the stages differed from those identified in the Uppsala model. Part of this difference reflects the fact that the participants are service organizations and the Uppsala model is more relevant to manufacturing organizations. Network theory was also found to predict some of the participant behaviors; however, it did not correctly predict the reasons for forming partnerships, which was to gain knowledge rather than develop networks. The stages of the internationalization into China identified were: (1) experiencing a motivation to internationalize; (2) adopting one of a variety of entry modes; (3) experiencing a motivation to increase internationalization to the level of a wholly-owned foreign entity; (4) establishment of a wholly-owned foreign entity (WOFE), either by acquisition or development; and (5) further horizontal expansion (such as movement to new locations). A range of different motivations for both stages one and three were identified. Language eng DOI 10.1080/15578771.2013.839484 Field of Research 150308 International Business Socio Economic Objective 910402 Management HERDC Research category C1 Refereed article in a scholarly journal Copyright notice ©2014, Taylor & Francis Persistent URL http://hdl.handle.net/10536/DRO/DU:30066368 Document type: Journal Article Collections: Faculty of Business and Law Deakin Business School Related Links Link Description Connect to published version Go to link with your DU access privileges     Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Versions Version Filter Type Mon, 06 Oct 2014, 14:44:26 EST Tue, 07 Oct 2014, 08:22:24 EST Mon, 13 Oct 2014, 10:25:25 EST Tue, 14 Oct 2014, 11:10:26 EST Tue, 14 Oct 2014, 11:12:13 EST Tue, 25 Nov 2014, 09:03:16 EST Fri, 09 Jan 2015, 12:30:18 EST Mon, 23 Nov 2015, 09:34:40 EST Wed, 10 Feb 2016, 13:22:16 EST Wed, 17 Aug 2016, 08:39:42 EST Wed, 07 Sep 2016, 07:49:48 EST Mon, 12 Feb 2018, 09:19:14 EST Mon, 12 Feb 2018, 09:20:17 EST Filtered Full Citation counts:   Cited 0 times in TR Web of Science Cited 1 times in Scopus Search Google Scholar Access Statistics: 602 Abstract Views, 15 File Downloads  -  Detailed Statistics Created: Mon, 06 Oct 2014, 14:44:01 EST by Gloria Stevenson

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