International building design management and project performance: Case study in São Paulo, Brazil

The decline in construction demand in developed countries has led to the search for business opportunities overseas and the entry of foreign companies into emerging markets. Recent advances in information and communication technologies have also favoured the procurement of architecture, engineering and construction services on a global basis, and have led to the establishment of international design teams. The employment of foreign design firms for complex building projects in developing countries can promote benefits such as technology transfer and innovative architectural and engineering design solutions. However, it can also bring about additional risks that, if not recognized early in the procurement process, can create difficulties during the design and construction stages. International design teams may exacerbate traditional communication problems as a result of differences in language, managerial style, organizational and individual culture, lack of personal contacts and poor adoption of communication technologies. This paper explores the technological, managerial, organizational and cultural barriers that may arise from the employment of foreign design offices for complex building projects in developing countries. Analysis of a case study in São Paulo suggests that the engagement of foreign consultants requires careful planning, innovative managerial approaches, attention to behavioural issues, appropriate communication and information technologies, sensible choice of procurement routes, and mutual understanding of stakeholders' roles and responsibilities.