Wethyavivorn, P; Charoenngam, C and Teerajetgul, W (2009) Strategic assets driving organizational capabilities of Thai construction firms. Journal of Construction Engineering and Management, 135(11), pp. 1222-1231. ISSN 0733-9364
Abstract
This research study aims to identify strategic assets which currently drive and enhance the organizational capabilities of construction firms. There were 258 sets of questionnaires assessing the level of importance given to 106 substantial resources underlying six organizational capabilities of Thai construction firms that were analyzed. Using factor analysis, these 106 items were reduced to 14, which were termed strategic assets. These 14 strategic assets were then classified based on their influence on the six organizational capabilities. The results indicate that Thai construction firms concentrate mostly on developing excellent reputation, creating strong bargaining power with suppliers and subcontractors, and strengthening the firm's financial stability. However, they do not give much importance to effective risk and investment management, continuous development and innovation, and explicit strategic management. These findings provide in-depth insight to comprehensively understanding a Thai construction firm's capabilities. These 14 strategic assets should thereafter be used to develop a practical tool for managers of construction firms to evaluate their firm's strengths and weaknesses as well as to identify strategic assets required to enhance competitiveness in the market.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | assets; business management; construction companies; organizations; Thailand |
| Index terms: | organizational capability, business management, subcontractor, questionnaire, strengthening, strategic management, construction firm, construction company, stability, manager, competitiveness, factor analysis, Thailand, bargaining |
| Subjects: | data collection methods, business, organization, practitioner, market analysis, sociology, statistical analysis, management, structural engineering, economics, Geography |
| Topics: | Roles and Professions, Engineering Principles, Geographical Context, Research Practice, Business Strategy, Organizational Design, Supply Chain Management |
| Descriptive scope: | 3 PCA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here