Zoiopoulos, I I (2011) Exploring the relationship between the configurations of international construction majors and the effectiveness with which they develop their core competencies. PhD thesis, University College London, UK.
Abstract
This research explores the relationship between the configurations that international construction majors (ICMs) adopt and the effectiveness with which they develop their core competencies. Its significance lies with the fact that - due to the project-based, diversified and internationalized nature of ICMs - findings from this research not only contribute to our knowledge regarding the strategic management of large construction organizations, but also to our knowledge regarding the management of project-based organizations (PBOs) in general, and production-oriented multi-national corporations (MNCs). In addition, it expands the boundaries of core competence theory’s application towards a novel context, other than the production-oriented industries in which it has been traditionally examined. In this research, theory was critically reviewed to define and describe core competencies within the context of multi business unit (BU) organizations - such as ICMs. Drawing from ‘cybernetics’, ‘management control’ and mainstream strategic management theories, five corporate-level activities were brought forward as effectively shaping core competence development. Implementing a qualitative multiple case study strategy in the tradition of critical realism, four ICMs - and one shadow case which was ultimately not included - were studied through collection and analysis of documentary and semi-structured interview data. Their cross-case comparison - and discussion of findings in light of the extant literature - showed that the divisionalization inherent in diversified configurations can influence negatively the effectiveness with which ICMs develop their core competencies. In contrast, in the presence of ‘lateral links’ between distinct, yet related, BUs: i) standardization of processes (particularly regarding project-team integration and organizational learning mechanisms integrated with reporting processes), ii) standardization of skills and iii) standardization of norms, positively influence the effectiveness with which core competencies are developed. In addition - and perhaps most importantly - particular ‘structural’ and ‘functioning’ organizational characteristics were identified, which enable core competencies to effectively emerge.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Index terms: | drawing, presence, cross-case comparison, international construction, organizational characteristic, norms, standardization, effectiveness, critical realism, competence, boundaries, organizational learning, project-based organization, configuration, integration, strategic management, large construction organization, case study, interview, strategy |
| Subjects: | strategic management, organizational analysis, management, data analysis and analytics, theoretical framing, sociology, economic analysis, organization, personnel development, systems engineering, technical documentation, performance measurement, performance management, environmental science, professional development, data collection methods, property law |
| Topics: | Human Resources, Research Practice, Quality Management, Engineering Principles, Legal Issues, Design Practice, Organizational Design, Business Strategy, Information Management, Sustainability, International Construction |
| Descriptive scope: | 4 PCEA |
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