Abstract:
In the context of increasing market saturation, South African construction companies are
managing the complexities of internationalisation within Africa's evolving markets. In
particular, the study discusses how traditional internationalisation frameworks (Uppsala
Model and OLI Paradigm) can be adjusted to fit with dynamic African markets that are difficult
to forecast. Based on 14 in-depth interviews with senior managers from different construction
companies, the study gains significant insights into their experiences and requirements
concerning practical challenges and strategic adaptations for a successful market entry or
long-term presence. The findings illuminate the considerable role of cultural adaptation, the
need for agile risk management strategies, and the importance of innovative logistical
approaches in overcoming substantial political, legal, and infrastructural barriers. This study
proposes an enhanced internationalisation framework that incorporates these elements,
emphasizing the necessity for South African firms to integrate local market insights and
cultural nuances into their business strategies. By doing so, companies may effectively
navigate and competently compete in the construction industry in African, which is known for
its fast-paced nature and fierce competition, particularly from companies with foreign
goverments backing.This thesis contributes to the broader discourse on international
business strategy, offering a detailed understanding of multinational operations in high-risk
emerging markets.
