• International conference on construction engineering and project management
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• 2009.05a
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• pp.1534-1539
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• 2009

During the last ten years, there have been many studies related with settlement and reinvigoration of CM. These researches have shown that the application of CM has been not reinvigorated in Korean construction industry yet, because of some problems such as the insufficient application of the public sector, the policy matters and the CM fee estimates. But the present condition data of the Korean CM Market shown in these studies was insufficient for the standpoint of Market itself. Also, some of these studies compared the Korean CM Market with The America CM Market, to study the foreign CM markets. However, because the Korea CM Market only has the CM for Fee Market but the American CM Market has the CM for Fee and the CM at Risk, the Korea CM Market must be not only compared with the America CM Market but also compared with the America CM for Fee Market. Therefore, the purpose of this study is to determine the present condition of the Korea CM Market through the compare and contrast of the Korean CM Market, American CM Market and American CM for Fee Market, by the Market Growth rate and Market Share. This study further aims to verify whether Korean CM market was implemented.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.737-743
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• 2005

Since the designation of the South Korean Construction industry as an open market industry by the World Trade Organization (WTO) in 1994, South Korea's construction firms were exposed to competition from firms of other advanced countries. Increased competition in the industry raised quality of production and lowered the cost of construction projects. Therefore, many big construction projects were planned and constructed with foreign construction partners during the last decade. Also, from those projects the South Korea Construction industry accumulated experience in and knowledge of both project management and construction management perspectives. However, in the process of conducting those big projects, many problems - specifically responsibility and the limit of competence - occurred between foreign construction partners. Hence, this study attempts to improve its role model that is for local and foreign companies to enter into Joint Ventures in the South Korea construction industry.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.450-453
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• 2015

The Construction Engineering Industry (CEI) is construction field based on professional knowledge, staff and information service, and is distinguished by construction activity. The contemporary CEI market has extended globally and diversified construction work classifications. International construction engineering companies now have an important economic and social effect. Over the last five years (2009 to 2013), the top-200 global engineering firms reported global revenue that grew from 54.4 billion to 71.5 billion, about 27% growth (ENR, 2014). Countries such as the U.S.A., Canada, those in Europe (Several developed countries, i.e., United Kingdom, Netherlands, France, Spain, France, Italy, and Spain), Australia, Japan, China, and Korea comprise the bulk of world construction engineering revenue. Although the construction engineering market continues to grow, much of the work is limited to Europe, mid-Asia, and Asia. Additionally, specific construction types are focused on building projects, industrial plants, and refining plants. As such, there are imbalances in the construction engineering market and some market saturation. Further, there is heavy competition and the construction engineering market may shrink in the future. This paper analyzed various factors affecting the construction engineering market, specifically looking at construction classifications and factors related to a global market. To accomplish this, we collected to data from Engineering News Record (ENR) and recast each variable. And we used nonparametric statistics because the number of cases were small, making it difficult to assume a case's population parameter. Then we tested with the Kruskal-Wallis test and drew results. The results indicate that concentration in particular construction types and extending global regional markets will be have a positive effect on the overall global construction engineering market..

• International conference on construction engineering and project management
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• 2015.10a
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• pp.486-490
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• 2015

SWOT model was used to develop strategies for the Korean construction firms in entering the global construction market. Literature review, official statistics survey and other research methods were utilized in order to extract internal and external environmental factors of both the firm and local area. By extracting strength, weakness, opportunity and threat factors, a total of 12 strategies were produced: SO (Strengths-Opportunities), ST (Strengths-Threats), WT (Weaknesses-Threats), and WO (Weaknesses-Opportunities). The result of the study can be utilized as a basic data in developing a strategy for the Korean construction firms to penetrate into the global construction market.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.472-476
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• 2015

The purpose of this study is to fully understand the present state of the domestic construction companies, and to analyze phased business types and construction management techniques in order to initiate overseas expansion. Because of the recession in the domestic construction market, a thorough and strategic perspective to constantly develop inroads into overseas market is required. So we carried out a questionnaire survey targeting the experts of the overseas construction and researcher, and consulted them in depth. The questionnaire survey was divided into three sections. The first section is the necessity of overseas construction and the reason. The second is the overseas business types classified into the way of advance in short-term and long-term phase possibility of expansion. Lastly, the importance of the phased construction management techniques and the current capacity of the domestic and the foreign business trends were scrutinized. On the basis of the consultation and surveys, we analyzed the overseas business types and the construction management types in the short-term and long-term phase.

• Korean Journal of Construction Engineering and Management
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• v.8 no.5
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• pp.109-118
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• 2007

It is related to launch the CM market and to increase the profit and entire ability in company that is enforcing the ability of construction management in large-scaled construction company. According to the CM market in U.S, CM market is increased with competing to the companies, that is E&C, general contractor, design firm, specialized CM firm. Also domestic market is similar to US market. In this situation, large-scaled construction companies are filled with construction management ability for competing with foreign companies and domestic CM firms. This paper suggests how to enforce the construction management ability through education, and shows the detailed education strategy considered the fields, divisions and positions.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.40-40
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• 2009

Construction firms have long sought success in the global construction market through diversifying revenue sources and project portfolios. The volume of international contracts has contributed to firms' sustained growth by mitigating the impact of the domestic market's cyclical nature. In spite of the importance of international construction, the uncertainty and dynamic changes surrounding global construction pose serious threats to global contactors. Over the last decade, the international construction industry has changed drastically in many ways, particularly including financial resource diversity, competition rules for the selection of contractors, and the terms of delivery systems requiring more competent total service providers. This paper investigates the important changes for global contractors through various documentation analysis as well as in-depth interviews with industry experts. This paper then analyzes the common strategies and lessons obtained from the cases of leading global contractors that have sustained their growth in the competitive global construction during the last decade. In addition, the authors further analyzed the comparisons between those firms and Korean contractors to discern any difference in sustaining their growth in the competitive market. It was found that those leading firms were quite proactive and responsive to changing markets by diversifying their market revenues to stabilize their revenue structure and enhancing their competency through a wide range of 'business convergence'. In addition, they significantly increased their upstream/downstream functional capabilities; hence becoming more competent service providers, able to grow in these rapidly changing market conditions. Finally, this paper benchmarks the critical strategies that support growth, which in turn can provide a strategic guideline for expansion into the global construction market.

• Korean Journal of Construction Engineering and Management
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• v.7 no.3 s.31
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• pp.65-75
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• 2006

Emerging trends regarding USFK(United States Forces, Korea)'s EC(Engineering/Construction) market include: (1) introduction of MATOC(Multiple Award Task Order Contract); (2) increase of DB(Design-Build) contract; and (3) encroachment of large US-origin private EC firms upon Korea. This study analyzes the change of USFK's EC market with focus on the change of construction management actors for USFK's EC projects. Specifically, USFK's EC projects have been managed by FED(Far East District). Recently, however, the large US private EC companies substitute the role previously taken by FED. This phenomenon is accelerated by the business chances in Korea due to LPP(Land Partnership Plan) and intentions of US Government to save military construction costs by means of utilizing US private EC companies. The large US EC firms entering into Korea are business opportunities as well as challenges to Korean EC firms, which are contracting USFK's EC projects. This study concludes that, through teaming joint venture with the large US EC firms, the market changes can be opportunities to acquire foreign market information and learn advanced construction management skill from them.

• Journal of Arbitration Studies
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• v.13 no.2
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• pp.489-517
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• 2004

The resolution of the 1993 Uruguay Round and the opening of Korea's construction market in '97 marked the beginning of the globalization of Korea's domestic construction market. Consequently, the process led to changes in contracting procedures, as well as disputes in construction management. With globalization came a rapid realization of reasonable values, which forced the hierarchical vertical relationship between the owners, constructors, and subcontractors into a more equal, horizontal relationship. Once the hierarchical relationship was altered, the late 1990's witnessed a dramatic increase in managerial disagreements, in addition to escalating legal disputes and expenditures. The horizontal relationship was a new concept and brought forth many complexities. Unfortunately, because all of this was new, management of construction disputes was elementary at best. Anticipation of disputes is the key to effective dispute management. This includes thorough reviews of contract documents, document management, construction records, and checklists. Also necessary is the education of owners and contractors with pertinent knowledge concerning dispute management. The following paper focuses on the importance of observing construction disputes in order to facilitate management thereof.

• Korean Journal of Construction Engineering and Management
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• v.15 no.5
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• pp.22-30
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• 2014

This study undertakes a comparative analysis of the correlation between the condition of the domestic construction market and the expansion of overseas projects within construction companies, based on the vector error correction model. The analysis results verified that, in the post-IMF crisis period, domestic construction companies took on more overseas projects only when the residential construction market slowed down. Compared to the pre-crisis period, construction companies grew more responsive to the condition of the domestic market for residential construction, and they took on more overseas construction projects when the domestic market slumped. This is because the business portfolios of Korean construction companies' render them highly vulnerable to the condition of the residential construction market. When the domestic residential market slows down, the business condition of construction companies quickly takes a turn for the worse, and to cope with this, they turn to overseas projects to compensate for the slowing of the domestic market. As the analysis shows, expanding overseas construction projects as a way to turn around business condition amid a slow residential construction market actually undermines the management of the companies even further. In other words, shifting business focus toward an overseas market during a hard time might be useful for securing cash flow, but might not help to restore profitability. Thus, construction companies need to carefully manage their level of business diversification to ensure strategic flexibility.