Meredith, J E (1999) Strategic management for construction organizations: Assessment and development of strategies to enhance corporate success. PhD thesis, Georgia Institute of Technology, USA.
Abstract
The short-term focus of project management permeates nearly every facet of the construction engineering industry. This primary focus on project management is found at: (1) construction job sites where resources must be managed intensively, (2) in corporate construction offices where critical resources must be balanced among multiple projects, (3) in professional development literature and seminars that provide updates on current industry practices, and (4) in graduate-level construction engineering and management programs that provide industry knowledge. This heavy emphasis on project management skills has resulted in the creation of a management knowledge gap between the project-level focus and corporate-level responsibilities within the construction engineering industry. To assist corporate-level managers in bridging this gap, this dissertation presents a strategic management analysis and benchmark for construction organizations. This analysis is based on a combination of industry leading practices, strategic objectives for construction organizations, and the seven critical factors of strategic management. Through this analysis, individual organizations can benchmark their current strategic management practices and establish long-term initiatives to develop strategies that enhance corporate success.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Chinowsky, P S |
| Uncontrolled Keywords: | skills; construction engineering; strategic management; graduate; professional |
| Index terms: | construction engineering, dissertation, project management, construction organization, professional development, critical factor, strategic management, program, management knowledge, manager, strategy |
| Subjects: | software systems, engineering methods, management, project management theory and practice, professional development, organization, risk assessment, research dissemination and communication, practitioner |
| Topics: | Digital Applications, Risk Management, Roles and Professions, Business Strategy, Engineering Principles, Information Management, Research Practice, Project Management |
| Descriptive scope: | 2 PC |
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