Acknowledgements |
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xv | |
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xvii | |
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Chapter 1 Introduction And Historical Overview |
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1 | (16) |
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1 | (6) |
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Why Firms Pursue or Choose to Avoid International Practice |
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7 | (2) |
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8 | (1) |
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Reasons to Have an International Practice |
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9 | (6) |
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13 | (2) |
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15 | (2) |
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Chapter 2 Getting Started |
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17 | (36) |
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Researching the Major Issues |
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17 | (6) |
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23 | (6) |
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29 | (5) |
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What Country Is the Right Place to Start? |
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29 | (3) |
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32 | (1) |
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Questions to Answer During an Initial Exploration |
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32 | (1) |
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Getting the First Projects |
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33 | (1) |
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34 | (1) |
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34 | (17) |
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34 | (7) |
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41 | (3) |
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44 | (2) |
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46 | (2) |
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48 | (1) |
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Oppenheim Architecture+Design |
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48 | (3) |
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51 | (2) |
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Chapter 3 The Major International Markets |
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53 | (256) |
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55 | (33) |
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55 | (9) |
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Mexico and Central America |
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64 | (2) |
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66 | (5) |
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71 | (2) |
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73 | (7) |
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80 | (4) |
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84 | (2) |
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86 | (2) |
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88 | (8) |
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92 | (1) |
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92 | (2) |
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94 | (1) |
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94 | (1) |
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95 | (1) |
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96 | (1) |
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97 | (87) |
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105 | (2) |
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107 | (1) |
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What firms are currently operating in China? |
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107 | (17) |
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Special Administrative Regions---Hong Kong and Macau |
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124 | (6) |
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130 | (17) |
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147 | (25) |
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172 | (12) |
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Australia, New Zealand, and the Pacific Islands |
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184 | (3) |
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184 | (2) |
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186 | (1) |
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186 | (1) |
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186 | (1) |
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The Middle East and North Africa |
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187 | (47) |
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The Gulf States and Saudi Arabia |
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189 | (22) |
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211 | (16) |
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227 | (7) |
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234 | (20) |
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234 | (1) |
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234 | (1) |
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234 | (3) |
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237 | (1) |
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238 | (1) |
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238 | (1) |
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238 | (1) |
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238 | (1) |
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239 | (1) |
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Democratic Republic of the Congo |
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239 | (1) |
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239 | (1) |
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239 | (1) |
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239 | (1) |
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240 | (1) |
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241 | (1) |
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241 | (1) |
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241 | (1) |
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241 | (2) |
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243 | (1) |
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243 | (1) |
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Ivory Coast (Cote d'Ivoire) |
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243 | (1) |
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243 | (1) |
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244 | (1) |
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244 | (1) |
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244 | (1) |
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245 | (1) |
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245 | (1) |
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246 | (1) |
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246 | (1) |
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246 | (1) |
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246 | (1) |
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246 | (1) |
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247 | (2) |
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249 | (1) |
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249 | (1) |
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250 | (1) |
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250 | (1) |
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250 | (1) |
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251 | (1) |
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251 | (1) |
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251 | (1) |
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252 | (1) |
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252 | (1) |
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252 | (1) |
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252 | (1) |
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253 | (1) |
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253 | (1) |
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253 | (1) |
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254 | (1) |
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Russia and the States of the Former Soviet Union Chart and Map |
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254 | (9) |
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256 | (3) |
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The Former Soviet Republics |
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259 | (4) |
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Central and Eastern Europe |
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263 | (8) |
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265 | (1) |
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266 | (1) |
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267 | (1) |
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267 | (1) |
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267 | (1) |
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268 | (1) |
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269 | (1) |
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269 | (1) |
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269 | (1) |
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270 | (1) |
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270 | (1) |
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271 | (1) |
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271 | (1) |
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271 | (36) |
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274 | (1) |
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274 | (2) |
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276 | (1) |
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277 | (1) |
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277 | (1) |
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278 | (3) |
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Who is operating there now? |
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281 | (1) |
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282 | (1) |
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282 | (1) |
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282 | (2) |
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284 | (1) |
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284 | (1) |
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285 | (1) |
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285 | (1) |
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Languages and communications |
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285 | (1) |
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285 | (1) |
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285 | (2) |
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Languages and communications |
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287 | (1) |
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287 | (1) |
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288 | (1) |
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288 | (1) |
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Languages and communications |
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289 | (1) |
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289 | (1) |
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289 | (2) |
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Languages and communications |
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291 | (1) |
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291 | (1) |
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291 | (3) |
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294 | (1) |
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294 | (1) |
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294 | (1) |
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294 | (2) |
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296 | (2) |
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298 | (1) |
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298 | (1) |
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Skills and capabilities that are important |
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298 | (1) |
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298 | (1) |
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299 | (1) |
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299 | (1) |
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299 | (1) |
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Languages and communications |
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299 | (1) |
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299 | (3) |
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302 | (1) |
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302 | (1) |
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303 | (1) |
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Skills and capabilities that are important |
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304 | (1) |
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Who is operating there now? |
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304 | (1) |
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304 | (1) |
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What is the process for getting work? |
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305 | (1) |
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Languages and communications |
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305 | (1) |
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Licensing and legal issues |
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305 | (1) |
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305 | (1) |
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Fee levels, payment terms, and taxes |
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306 | (1) |
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306 | (1) |
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307 | (1) |
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307 | (1) |
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Code and regulatory issues |
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307 | (1) |
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307 | (1) |
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Personal safety and health issues |
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307 | (1) |
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307 | (2) |
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Chapter 4 Common Legal, Licensure, Registration, And Contract Issues |
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309 | (16) |
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Operating Legally in a Foreign Market |
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310 | (1) |
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311 | (1) |
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Contracting for Planning and Design Services |
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311 | (5) |
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Negotiating Contracts for Design Services |
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316 | (7) |
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Foreign Corrupt Practices Act |
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323 | (2) |
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Chapter 5 Setting And Collecting Fees, Accounting, And Banking Issues |
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325 | (12) |
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325 | (1) |
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326 | (1) |
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326 | (1) |
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327 | (1) |
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Performance and Bid Bonds, Bank and Other Guarantees, and Banking Services |
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328 | (1) |
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328 | (1) |
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329 | (1) |
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Repatriating Fee Income and Profits |
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329 | (1) |
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Financial and Management Accounting |
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330 | (1) |
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331 | (6) |
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Chapter 6 Common Governance, Management, And Quality Control Issues |
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337 | (14) |
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337 | (3) |
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Models for International Practice |
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340 | (2) |
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Managing the Relationship Between the Domestic Offices and the International Offices and Teams |
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342 | (1) |
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Managing a Successful International Office |
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342 | (1) |
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Monitoring and Managing Client Management, Project Management, and Quality Control Issues |
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342 | (1) |
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Working with Local Associate Firms and Consultants |
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343 | (1) |
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Work Sharing, Offshoring, and Outsourcing |
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344 | (4) |
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Reasons to Consider Work Sharing, Offshoring, and Outsourcing |
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344 | (4) |
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Withdrawing from a Market and Closing an Overseas Office |
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348 | (3) |
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Chapter 7 Staffing International Projects And Offices |
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351 | (6) |
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North American Based Staff Traveling to International Locations |
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352 | (2) |
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North American Staff Relocated to an International Location |
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354 | (1) |
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Foreign Staff Stationed Overseas |
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355 | (1) |
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356 | (1) |
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Chapter 8 Technology And Communications |
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357 | (10) |
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358 | (1) |
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359 | (4) |
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363 | (2) |
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365 | (2) |
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Chapter 9 Cautionary Case Studies |
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367 | (20) |
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International Practice's Role in a Firm's Demise |
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368 | (3) |
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Swanke Hayden Connell Architects |
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368 | (1) |
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The Architects Collaborative |
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369 | (1) |
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369 | (1) |
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370 | (1) |
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Case Studies Where Leadership or Ownership Changes Affected or Were Affected by the Firms' International Practices |
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371 | (4) |
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Arcadis North America CallisonRTKL, Stantec, and AECOM |
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371 | (1) |
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371 | (1) |
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Burt Hill Kosar Rittelman |
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372 | (1) |
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373 | (1) |
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Outsourcing Needs Leadership |
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373 | (2) |
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375 | (1) |
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375 | (9) |
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FX Collaborative in China |
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375 | (2) |
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FX Collaborative in Dubai |
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377 | (1) |
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378 | (1) |
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Oppenheim Architecture+Design |
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378 | (2) |
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A Chinese Life Insurance Company |
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380 | (1) |
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A Government Agency that Wanted Us to Fail |
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381 | (1) |
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382 | (1) |
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382 | (1) |
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Conclusion, Project Problems, and Bad Clients |
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383 | (1) |
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384 | (2) |
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384 | (1) |
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384 | (1) |
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385 | (1) |
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385 | (1) |
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Doing Projects in High Crime Areas |
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385 | (1) |
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Medical Emergencies and Exposure to Health Issues |
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386 | (1) |
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The Dangers of Some Countries' Drinking Culture |
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386 | (1) |
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386 | (1) |
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387 | (4) |
Appendix A AIA International Contract Documents |
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391 | (28) |
Appendix B Foreign Corrupt Practices Act Antibribery Provisions |
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419 | (8) |
Index |
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427 | |