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International Construction Management


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Table of Contents

Part 1: Strategy - what the theory tells us 1. Explaining the drive to go off-shore 2. Five big questions in need of an answer Part 2: Players - the companies and countries involved 3. Global construction companies and their markets 4. Understanding the countries involved - both as project providers and recipients Part 3: Cases - what international firms actually do 5. Case study - part 1: the ways in which construction firms localize operations 6. Case study - part 2: learning from the experience of international constructors

About the Author

Igor Martek is currently an academic at Deakin University, Australia. He earned his PhD in Enterprise Strategies in International Construction from the University of Melbourne. He also has an MBA from the Australian Graduate School of Management, University of NSW, and an MA in International Relations from the Australian National University, Canberra. His undergraduate degree is in Architecture (Honours) from the University of Melbourne. Igor has published over 100 academic papers.Igor has worked extensively in industry, evaluating, managing and turning around large-capital projects in various locations around the world. He has worked in Europe, including Eastern Europe, the Middle East, China, Korea and Singapore. In Kuwait, he worked for the Ministry of Finance, assessing and developing projects financed by the Kuwait Fund. He spent ten years in Japan as managing director of Far-East operations of a British consultancy, advising major global enterprises on strategy and competitiveness.


"A fresh and enlightening view of global construction firms and markets." - Dr Toong-Khuan Chan, University of Melbourne

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