The past decade has witnessed a rapid development of the international construction market. This research aims to investigate top Chinese contractors’ developmental tracks and evaluate their strategic selection of international construction markets over the period from 2001 to 2006, based on the modified Boston Consulting Group Matrix (BCG). Results indicate that Asia and Africa, currently “question marks” markets for top Chinese contractors (abbreviated as TCCs), have the most potential to become “stars” markets; other question marks markets such as the Middle East and Europe are found not to be of potential; “dogs” markets such as the U.S., Canada and Latin America should be relinquished progressively unless there is renewed growth opportunity over the next two years. Compared to developmental tracks of top contractors from some advanced countries, TCCs’ investment and development strategy in Africa seems to be sustainable and intensive; TCCs’ exit strategy for the Middle East appears determined and swift, while their strategy in Asia seems to be lacking in persistence. This research sheds important lights and insights into the prevailing process of internationalization of TCCs and provides a strategic direction for their selection of international construction market. What is more, this research is also valuable to other Chinese contractors who are seeking the opportunity to enter the international construction markets.

The past decade has witnessed a rapid development of the international construction market. This research aims to investigate top Chinese contractors’ developmental tracks and evaluate their strategic selection of international construction markets over the period from 2001 to 2006, based on the modified Boston Consulting Group Matrix (BCG). Results indicate that Asia and Africa, currently “question marks” markets for top Chinese contractors (abbreviated as TCCs), have the most potential to become “stars” markets; other question marks markets such as the Middle East and Europe are found not to be of potential; “dogs” markets such as the U.S., Canada and Latin America should be relinquished progressively unless there is renewed growth opportunity over the next two years. Compared to developmental tracks of top contractors from some advanced countries, TCCs’ investment and development strategy in Africa seems to be sustainable and intensive; TCCs’ exit strategy for the Middle East appears determined and swift, while their strategy in Asia seems to be lacking in persistence. This research sheds important lights and insights into the prevailing process of internationalization of TCCs and provides a strategic direction for their selection of international construction market. What is more, this research is also valuable to other Chinese contractors who are seeking the opportunity to enter the international construction markets.