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This book draws together the main elements of strategic management theory and considers their relevance to contemporary practice in construction. It helps students understand what corporate strategy involves and how it is possible to develop a proactive approach to the management of key organisational resources that are essential to attain objectives.
Understanding of the importance of strategic management has developed rapidly in the past decade. Recent economic events have shown that all organisations must continually reassess their approach to achieving intended objectives, especially improvement in customer focus. The construction industry is no different. Construction employers require graduates who are competent in understanding the basis of strategic management, the range of techniques that will enable the organisation to identify opportunities and threats and respond to rapid change.
This book provides an overview of the context in which construction projects are carried out, and the potential methods that exist to conduct strategic analysis and decision-making. By analysing case studies, Corporate Strategy in Construction: Understanding today's theory & practice demonstrates how vital lessons can be learnt from other industries by benchmarking practices and developing alternative ways of delivering value to clients.
A key message of the book is that construction organisations can, with a better appreciation of strategic management, increase their potential to innovate and create sustainable competitive advantage.
- Sales Rank: #5065680 in Books
- Published on: 2010-03-29
- Original language: English
- Number of items: 1
- Dimensions: 9.70" h x .70" w x 6.80" l, 1.27 pounds
- Binding: Paperback
- 336 pages
Review
“This new text is a valiant effort by McCabe to present the main theories of corporate strategy and discuss their application to the construction industry—all in 11 chapters (plus a chapter of corporate case examples).” (Construction Management and Economics, 1January 2012)
From the Back Cover
This book draws together the main elements of strategic management theory and relates them to contemporary construction. It will help students understand what strategic management involves and how it is possible to develop a proactive approach to managing of key resources such as people and technology.
The author argues that construction (production), is the logical conclusion of a decision-making process which has resulted in a requirement (need). Other books on strategic management tend to present strategy as being simply a matter of pursuing standard formulae that presents an organisation with the most logical answer - known as prescriptive (planned) theory. However, organisations in contemporary business are increasingly aware that such deterministic methods are at risk from rapid fluctuations in a number of determinants, from private investment to government priorities. A more fluid approach to strategy is needed - known as ‘the emergent approach’. This approach requires the organisation to create a structure and culture that enables it to be both nimble and adaptive in its response to change.
The book draws useful lessons from other sectors and emphasises the particular nature of construction, especially the factors that have created the present state of the industry. The context in which the industry has traditionally operated – the contracting system – caused many of its current problems and also militated against implementing the sort of strategic change witnessed in other sectors.
Through analysis of case studies, the book shows how vital lessons can be learned from elsewhere by benchmarking practices and developing alternative ways of delivering value to clients. A key message will be construction organisations can, using such knowledge, raise their ability to innovate and create sustainable competitive advantage.
About the Author
Steven McCabe, Senior Lecturer in construction management, University of Central England
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