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Several internationalization theories have been developed over the past few decades that have made great contributions in explaining enterprise internationalization and their mode of entry strategy. It has been suggested that the determinants of entry mode choice of enterprises from emerging and frontier markets differ from those of comparable enterprises from advanced economies. Literature review appears to indicate that there is a need to expand the framework for entry mode strategies to accommodate the expansion issues enterprises from emerging and frontier countries face in the global marketplace. Nevertheless, not much information and acceptable conclusion has been made on how MNEs from frontier markets internationalize and what factors influence their choice of entry into those markets. This study investigated the internationalization strategies of Lusophone Africa MNEs from Angola and Mozambique, more specifically their entry mode. Information was gathered through a survey of 29 MNE’s upper management respondents and subsequent face-to-face semi-structured interviews with 24 of them in their countries. The results of this study suggest that most MNEs opted for equity-based investment strategies, mainly joint venture and M&E as their preferred mode of entry when internationalizing. A significant group of them opted for e- commerce/e-business strategies, and direct and indirect exports. A smaller portion of the interviewees chose Greenfield investment as a mode of entry. Many of these MNEs could be classified as born global/INV. Finally, this study presents a conceptual framework for use in studying the entry mode choice of enterprises from Lusophone Africa frontier markets and presents research propositions for better understanding the determinants of entry mode strategies of enterprise from Angola and Mozambique. Keywords: Internationalization, Entry Mode, Emerging Markets, Frontier Markets, Lusophone African MNEs, Angola, Mozambique
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The adoption of project management techniques is a crucial decision for corporate governance in construction companies since the management of areas such as risk, cost, and communications is essential for the success or failure of an endeavor. Nevertheless, different frameworks based on traditional or agile methodologies are available with several approaches, which may create several ways to manage projects. The primary purpose of this work is to investigate the adequate project management methodology for the construction industry from a general perspective and consider a case study from Macau. The methodology considered semi-structured interviews and a survey comparing international and local project managers from the construction industry. The interviews indicate that most construction project managers still follow empirical methods with no specific methodology but consider the adoption of traditional waterfall approaches. In contrast, according to the survey, most project managers and construction managers agree that the project's efficacy needs to increase, namely in planning, waste minimization, communication increase, and focus on the Client's feedback. In addition, there seems to be a clear indication that agile methodology could be implemented in several types of projects, including hospitality development projects. A hybrid development approach based on the Waterfall and Agile methodologies as a tool for the project management area may provide a more suitable methodology for project managers to follow.
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