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  •   Open Research
  • AUT Faculties
  • Faculty of Design and Creative Technologies (Te Ara Auaha)
  • School of Engineering, Computer and Mathematical Sciences - Te Kura Mātai Pūhanga, Rorohiko, Pāngarau
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An empirical analysis of construction organisations’ competitive strategies and performance

Oyewobi, LO; Windapo, AO; Rotimi, JOB
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2015 BEPAM LOa.pdf (555.8Kb)
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http://hdl.handle.net/10292/9489
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Abstract
Purpose

– The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving performance excellence. The purpose of this paper is to investigate the type of competitive strategies used by construction organisations in attaining their strategic goals in South Africa.

Design/methodology/approach

– The study employs an inductive research approach using a well-structured questionnaire to elicit information from large construction organisations based in South Africa.

Findings

– The research identifies five strategic attributes that could assist organisations to grow their businesses and enhance their returns. It reveals that all Porters’ generic competitive strategies are significantly related to organisational financial performance measures except focus strategy. The research found that three generic competitive strategies are positively related to non-financial performance and that differentiation and cost-leadership strategies are capable of assisting organisations’ achieve their financial performance goals.

Practical implications

– The study results will be of immense benefit to chief executive officers as well as managers of construction organisations in growing their businesses and enhancing their corporate performance.

Originality/value

– The paper contributes both theoretically and empirically to the current discussion and findings on competitive strategy and its relationship with organisational performance. The results presented in the paper have important implications for the implementation of competitive strategies in construction companies and future studies in the area of strategic management.
Keywords
Performance; Construction; Business strategy; Performance measures; Organizational development; Competitive strategy
Date
2015
Source
Built Environment Project and Asset Management, Vol. 5 Iss: 4, pp.417 - 431
Item Type
Journal Article
Publisher
Emerald
DOI
10.1108/BEPAM-10-2013-0045
Rights Statement
Copyright © Emerald Group Publishing Limited, 2015. Authors retain the right to place his/her pre-publication version of the work on a personal website or institutional repository for non commercial purposes. The definitive version was published in (see Citation). The original publication is available at www.emeraldinsight.com (see Publisher’s Version).

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