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Managing the increased complexity, emerging uncertainties, and diversity of cultures on global projects is creating significant challenges for architecture, engineering, and construction firms. In global projects, differences in “institutions”—including language, beliefs, values, group norms, work practices, professional roles, industry organizations, and legal frameworks—among team members from different national backgrounds can lead to misunderstanding and conflicts that cause delays, increase costs, and reduce quality. Previous research has examined risk factors associated with international project execution. However, little research to date has explored whether reconfiguring project networks might mitigate such risks. Project organizational simulation tools have been combined with “robust design” experimental techniques to design robust project networks that can perform reliably in uncertain conditions. This paper extends project network design research to examine whether robust designs for given project networks differ between “domestic” and “global” projects, given differing organizational uncertainties. The results demonstrate that robust project network designs may differ for global project networks. This finding has significant implications for the design of project networks in an industry where firm participation in global project networks is increasing, both domestically and abroad. [ABSTRACT FROM AUTHOR]

Increasing globalization is creating both challenges and opportunities for engineering and construction (E&C) companies. Many researchers have examined the drivers and key success factors that enable globalizing E&C firms to become truly global. However, although firms integrate recommended globalization tactics, they lack an approach to evaluate the effect of different tactics and strategies on their globalizing performance. This paper presents an index that enables firms to assess their globalizing performance in two dimensions: degree of global reach and degree of global integration. Data were collected from 15 E&C companies to internally validate the developed globalizing index. The globalizing scores of the 15 E&C companies with their international revenue ratios were then compared to externally validate that the international revenue ratio is positively correlated with the global reach score. This research fills an essential gap in the construction engineering and management literature by contributing a novel index for E&C firms' to measure their globalizing performance. [ABSTRACT FROM AUTHOR]