Enterprise Risk Management in International Construction Operations

Dr. Zhao Xianbo is a Lecturer of the Built Environment Program in the School of Engineering and Technology, Central Queensland University, Australia. He holds a PhD degree from the National University of Singapore, as well as Master and Bachelor degrees from Southeast University, China. Dr Zhao's current research interests are in the areas of risk management, sustainable construction, as well as construction rework and productivity. He is a winner of the Excellent Paper Award at the 19th International Symposium on the Advancement of Construction Management & Real Estate (2014).

Dr. Hwang Bon-Gang is an Associate Professor of Building in the School of Design and Environment, National University of Singapore where he currently serves as Program Director (BSc, Project and Facilities Management). Based on his industry experiences in South Korea and USA, he has been teaching and doing research actively in the areas of risk management, performance assessment and improvement, and management strategies and innovations for green construction projects. He received his MSc and PhD degrees from the University of Texas at Austin, USA.

Dr. Low Sui Pheng is presently Professor of Building in the School of Design and Environment, National University of Singapore where he has previously served as Head and Vice-Dean. He teaches construction project management and has published, researched and consulted extensively both in Singapore and overseas. A Fellow of the Chartered Institute of Building, he holds a DSc degree from the University of Birmingham and a PhD degree from University College London. He currently serves as Director for the Centre for Project Management and Construction Law.

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.

Provides reader in-depth insights into the implementation of enterprise risk management (ERM) in international construction operations

Introduction.- Chinese Construction Industry and Firms.- Risk Management and Enterprise Risk Management (ERM).- Theories of Organizational Behaviour.- Conceptual Model: Linking ERM Implementation to Theories of Organizational Behaviour.- Research Methodology.- Data Analysis and Discussions.- Case Studies.- Developing a Knowledge-Based Decision Support System for ERM.- Conclusions and Recommendations.