|Title:||A study on strategic planning practices : how the mainland China construction companies go international through learning from Hong Kong|
|Subject:||Construction industry -- China -- Management.|
Construction industry -- China -- Hong Kong -- Management.
Hong Kong Polytechnic University -- Dissertations
|Department:||Faculty of Construction and Land Use|
|Pages:||viii, 91 leaves : ill. ; 30 cm.|
|Abstract:||China is one of the most active internationalizing economies among developing countries. Mainland China has established 7470 cross-border companies in over 160 countries or regions by 2004. Since 2001, in particular, when China became a member of the World Trade Organization (WTO), the support given to the overseas expansion of Chinese companies has become a major concern for the government. However, in the mainland construction industry the following problems still exist. (1) The construction market is not properly regulated in China. (2) It is a long-term existing situation that in the overall level of China's construction industry, the credit level, management and the quality of employees are not high. (3) After China became a member of the WTO, the large construction companies are facing more threats and challenges of competitors from all over the world. (4) China construction enterprises were in isolation from the international market in long-term, they vaguely know the rules of international competition; are not familiar with the operation of the international market and the market trends. The overall competitive ability of the enterprises is generally lower than the level of foreign counterparts. Through more supporting policies of the cooperation between mainland China and Hong Kong, it would be easier for Chinese companies to do business in Hong Kong. The mainland China construction companies can learn to be more international by working in the Hong Kong construction market than in other foreign countries. It is because the Hong Kong construction industry uses international standards and it is a developed market. Also the Hong Kong government has paid great importance to infrastructure construction; this can guarantee the demand for this industry. Hong Kong can be one of the good training bases for the mainland China construction companies to learn to be international.|
This study conducts an integrated strategic planning model for the mainland China construction companies to follow and get themselves prepared before they go to the Hong Kong market. The main achievements of this study include four parts. 1. First is providing approaches for mainland China construction companies which intend to go to Hong Kong market to learn to be international, which are out-ward investment and by practicing in the industry. The approach chosen is based on the business types and what the companies need to learn in the Hong Kong market. 2. Second is establishing procedures for mainland China construction companies to investigate the external environment of the market, also to scan the intra-company organizational operation. The factors for the company to do business successfully in overseas markets depends on not only knowing the market system through investigation before going to the market but also the appropriate incentive and supervision mechanisms for establishing a sustainable and stable overseas working team. 3. The third is formulating a general SWOT analysis on the Hong Kong environment and mainland state-owned construction companies' intra-organizational operation in order to offer a general reference for mainland China construction companies. 4. The fourth is providing two detailed case studies of their strategic plans in order to identify the factors for successful strategic planning and as a reference from their experience for solving problems found in the SWOT analysis.
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