Impact of organisational structure and strategies on construction organisations' performance
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Australiasian Universities Building Education Association (AUBEA)
Abstract
There is an age long interest that the strategic management literature requires a better understanding of how the structure and strategy of an organisation influence its corporate performance. This standing interest increases the number of studies on structure-strategy-performance trilogy, but yet the outcomes are inconclusive. This paper examines how organisational structure and strategies influence organisation’s corporate performance, and investigate whether organisational structure has a moderating impact on the association between organisational performance and strategy. This is achieved by undertaking a Meta-analysis of literature on strategic management and explores the elements of organisational structure with respect to strategies and corporate performance. Based on the identified dimensions in literature, a questionnaire survey approach was adopted to obtain quantitative data from large construction organisations in South Africa. The data were analysed using correlation and regression analysis. The results revealed that organisational structure has an explanatory effect on the relationship between strategy and organisational corporate performance. The study provides a better understanding of the relationship between organisational structure, strategies and performance. It will also contribute to current discuss on the strategic planning practices in the global construction environment.Description
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The 38th Australasian Universities Building Education Association Conference held at The University of Auckland, Auckland, New Zealand, 2013-11-20 to 2013-11-22
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NOTICE: this is the author’s version of a work that was accepted for publication. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in (see Citation).