This book provides readers an understanding of the implementation of Enterprise Risk Management (ERM) for international construction operations. In an extended case study, it primarily focuses on Chinese construction firms (CCFs) based in Singapore. In this regard, the book explains the differences and similarities between Risk Management (RM), Project Risk Management (PRM) and ERM in the construction industry, and examines their linkages for international construction operations in a broader context. The explanation elaborates on how companies may adopt and implement RM, PRM and ERM as appropriate in their various operations, both in their home market as well as in overseas host markets. The book also reviews the whole spectrum of work relating to organizational behavior (OB) as one of the key underpinnings for companies to evaluate and implement ERM. It will benefit practitioners from the industry as well as academics interested in the implementation of ERM practices in international construction operations.Driving forces derive from the internal and external environments of organizations, while resistance to change tends to ... Organizational change tends to take place within the culture of an organization due to the pervasive nature of the organizational culture (Austin and Ciaassen 2008). ... self-interest, inadequate rewards, and punishments, as well as threats to power, influence, and resource allocation.
|Title||:||Enterprise Risk Management in International Construction Operations|
|Author||:||Xianbo Zhao, Bon-Gang Hwang, Sui Pheng Low|
|Publisher||:||Springer - 2015-05-18|