The winning strategy of the late-comer: how Korea was awarded the UAE nuclear power contract

Françoise Chevalier and Ki-Shan Park
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Françoise Chevalier: GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique
Ki-Shan Park: Asia Pacific School of Logistics - Inha University

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Abstract: This case study examines the successful winning strategy of the Korean KEPCO consortium against the French AREVA consortium on the $20 billion nuclear power plant contract with the United Arab Emirates. Applying the 'Ser-M' paradigm, the two consortia were subjected to a detailed comparative analysis in terms of cost and lead time of construction, core technology, major actors' leadership, and collaborative efforts of consortium members. This case analysis revealed that the relatively lower price, shorter lead-time, and above all the 'animal spirited' leadership appeared to be the most significant strenghts that drove the success of the Korean consortium in winning this historical contract.

Keywords: late-comer; competition; nuclear power plant contract; mechanism; Ser-M paradigm (search for similar items in EconPapers)
Date: 2010-07
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Citations: View citations in EconPapers (2)

Published in International Review of Business Research Papers, 2010, 6 (2), pp.221-238

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00537070

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