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Japanese Contractors in Overseas Markets

Bridging Cultural and Communication Gaps

  • Book
  • © 2019

Overview

Authors:
  1. Kazuhito Suzuki

    1. International Division, Kajima Corporation (Japan), Tokyo, Japan

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  2. Low Sui Pheng

    1. Department of Building, National University of Singapore, Singapore, Singapore

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    You can also search for this author in PubMed   Google Scholar

  • Examines the cultural and communication issues faced by Japanese contractors in overseas construction projects
  • Provides recommendations to enhance quality and productivity by bridging cultural and communication gaps between Japanese contractors and local construction managers
  • Presents the useful lessons drawn from the example of Japanese contractors in the Singapore construction industry

Part of the book series: Management in the Built Environment (MABUEN)

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Table of contents (11 chapters)

  1. Front Matter

    Pages i-xxiii
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  2. Introduction

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 1-11

  3. Japanese Construction Industry and Exports

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 13-36

  4. The Construction Industry and International Firms in Singapore

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 37-60

  5. National Culture

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 61-75

  6. Communication Management

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 77-97

  7. Conceptual Framework

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 99-125

  8. Research Methodology

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 127-147

  9. Data Analysis

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 149-304

  10. Case Studies

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 305-339

  11. Validation Exercises

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 341-358

  12. Conclusions and Recommendations

    • Kazuhito Suzuki, Low Sui Pheng
    Pages 359-369

  13. Back Matter

    Pages 371-427
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Keywords

About this book

This book explores the differences in cultural attributes and management factors to enable managers working for Japanese contractors to reduce misunderstandings and misinterpretations when communicating with project team members from different cultural backgrounds. It focuses on Japanese contractors operating in Singapore, since the Singapore construction industry has, for many years, been one of the largest overseas construction markets for the top-5 Japanese contractors.
 
Using Hofstede’s national cultural framework for the cultural studies in construction project management, it reveals various real-world management practices and discusses national cultural differences relating to managers working for Japanese contractors in Singapore as well as the communication weaknesses of current management practices and styles. The results presented provide useful lessons for Japanese contractors operating in Singapore, as well as other parts of the world, to bridge cultural and communication gaps.

Authors and Affiliations

  • International Division, Kajima Corporation (Japan), Tokyo, Japan

    Kazuhito Suzuki

  • Department of Building, National University of Singapore, Singapore, Singapore

    Low Sui Pheng

About the authors

Kazuhito Suzuki holds B.E.(Civil Engineering) and M.E.(Civil & Environmental Engineering) degrees from Waseda University, Japan. He began his professional career at the Kajima Corporation, which is the leading general contractor in Japan, with a turnover of some S$12.5 billion per year. He won the Kajima President’s Award for Project Management and Safety Management (2013) as well as a Special Award for Project Management from the Kajima Architectural Division (2013) before going on to complete a Ph.D. degree program at the National University of Singapore. With international experience spanning across several countries (Japan, Vietnam, Algeria, Singapore, Thailand and Indonesia), Dr Suzuki is currently a Senior Construction Manager at the Kajima Corporation.
 
Low Sui Pheng is currently a Professor of Building at the School of Design and Environment, National University of Singapore, where he 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 Higher Doctorate D.Sc. (Civil Engineering) degree from the University of Birmingham and a Ph.D. degree from University College London.

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