A construction project is a designed product made up of labors, materials, and installations in the project positioned on the ground and may include the underground and ground section, and the section in water or on the water surface. It is a civil, industrial, transport, agricultural and rural development, infrastructure, or some other. A key phase in the life cycle of these construction projects is the implementation when building products are made directly with workers, equipment, materials, and managers. If there is a lack of management experience, information, and problem-solving solutions to tackle the risks faced by contractors, especially foreign ones, will fail in controlling the project’s cost. This study was conducted with investigations, discussions, and evaluation of the factors that lead to cost overruns in the construction projects of international contractors in Vietnam. The principal component analysis (PCA) showed that those factors that influence cost overruns these construction projects fall into five general groups, including factors related to (i) the owners, (ii) the foreign contractors, (iii) the subcontractors and suppliers, (iv) state management, and (v) the project itself. Besides, the study proposes solutions to limit cost overruns in construction projects and improve the profitability of international contractors in Vietnam.

Abstract
1. Introduction
2. Literature Review
3. Research Methodology
4. Results and Discussion
    4.1. Owner-Related Factors
    4.2. Foreign Contractor-Related Factors
    4.3. Subcontractor-Related Factors
    4.4. State Management-Related Factors
5. Conclusions
References

• Thong Quoc VU(Accounting Information System Department, Faculty of Accounting and Auditing, Ho Chi Minh City Open University)
• Cuong Phu PHAM(Dean, Faculty of Transport and Economics, University of Transport and Communications, Campus in Ho Chi Minh City)
• Thu Anh NGUYEN(Ho Chi Minh City University of Technology (HCMUT)/Vietnam National University Ho Chi Minh City/Ho Chi Minh City Open University)
• Phong Thanh NGUYEN(Department of Project Management, Ho Chi Minh City Open University)
• Phuong Thanh PHAN(Department of Project Management, Ho Chi Minh City Open University)
• Quyen Le Hoang Thuy To NGUYEN(Office of Cooperation and Research Management, Ho Chi Minh City Open University) Corresponding Author