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dc.contributor.authorOyewobi, LOen_NZ
dc.contributor.authorWindapo, AOen_NZ
dc.contributor.authorRotimi, JOBen_NZ
dc.contributor.editorLing, FYYen_NZ
dc.contributor.editorFormoso, CTen_NZ
dc.date.accessioned2016-02-09T03:28:01Z
dc.date.available2016-02-09T03:28:01Z
dc.date.copyright2015en_NZ
dc.identifier.citationBuilt Environment Project and Asset Management, Vol. 5 Iss: 4, pp.417 - 431en_NZ
dc.identifier.issn2044-124Xen_NZ
dc.identifier.urihttp://hdl.handle.net/10292/9489
dc.description.abstractPurpose – 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.
dc.publisherEmerald
dc.rightsCopyright © 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).
dc.subjectPerformance; Construction; Business strategy; Performance measures; Organizational development; Competitive strategy
dc.titleAn empirical analysis of construction organisations’ competitive strategies and performanceen_NZ
dc.typeJournal Article
dc.rights.accessrightsOpenAccessen_NZ
dc.identifier.doi10.1108/BEPAM-10-2013-0045
aut.relation.articlenumberBEPAM-10-2013-0045.R1en_NZ
pubs.elements-id167685


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