Despite the wide range of technologies involved, the
construction industry still relies heavily on one old-fashioned
component: the human. The clients, managers, designers, investors,
and a whole host of other stakeholders are all involved in a
crucial series of relationships that are just as important to
project success as technical know-how. As construction projects
become increasingly international as well as interdisciplinary, the
risk and cost of disharmonious working grows ever larger. The
growth of IT and the increased reliance on large mergers and
joint-ventures have created new problems, which require a new set
of solutions.
Recent research has generated profound insights into
international differences in business culture. This new work
presents up-to-date theory and practical guidance, identifying
situations in which cultural differences present challenges. A
focus on "critical incidents," demonstrated in a range of case
studies will help readers to foresee such situations in their own
projects and processes, and so improve strategic and operational
decision-making in construction collaborations. Detailed examples
are taken from the Netherlands, Germany, Poland, Turkey, the UAE,
and China, to explore a variety of problems in very different
economic and cultural surroundings.
A range of professionals (contractors, developers, investors,
architects, engineers, governments, public/private clients) will
find this book highly valuable, as will researchers and
students.
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