Key project management practices affecting Singaporean firms' project performance in China

International Journal of Project Management

Volumn 27, Issue 1, 2009, Pages 59-71

  Ling, Florence Yean Yng ^a   Low, Sui Pheng ^a   Wang, Shou Qing ^b   Lim, Hwee Hua ^c  

^a NATIONAL UNIVERSITY OF SINGAPORE   (Singapore)

^b TSINGHUA UNIVERSITY   (China)

^c Dragages Singapore Pte Ltd   (Singapore)

Author keywords

Contractual: International projects; General: Managing projects; Success and strategy

Indexed keywords

CONSTRUCTION INDUSTRY; CONTRACTS; PROJECT MANAGEMENT;

ARCHITECTURAL , ENGINEERING AND CONSTRUCTIONS; CONSTRUCTION PROJECTS; CONTRACT DOCUMENTS; CONTRACTUAL: INTERNATIONAL PROJECTS; FOREIGN AEC FIRMS; FOREIGN FIRMS; GENERAL: MANAGING PROJECTS; MAINLAND CHINESE; OPERATING ENVIRONMENTS; PERFORMANCE LEVELS; PROJECT MANAGEMENT PRACTICES; PROJECT PERFORMANCES; PROJECT SUCCESSES; SCOPE MANAGEMENTS; SUCCESS AND STRATEGY;

PERMANENT MAGNETS;

BEST MANAGEMENT PRACTICE; INDUSTRIAL PERFORMANCE; PERFORMANCE ASSESSMENT; PROJECT MANAGEMENT; QUALITY CONTROL; QUESTIONNAIRE SURVEY;

ASIA; CHINA; EURASIA; FAR EAST; SINGAPORE [SOUTHEAST ASIA]; SOUTHEAST ASIA;

EID: 56749097044     PISSN: 02637863     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.ijproman.2007.10.004     Document Type: Article

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