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.

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Title Internationalization to China: a model for Australian architectural, engineering and construction firms
Author(s) Menzies, Jane L.ORCID iD for Menzies, Jane L.
Orr, Stuart C.ORCID iD for Orr, Stuart C.
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
Keyword(s) international business
network strategy
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
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Collections: Faculty of Business and Law
Deakin Business School
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