Lansley, P R (1987) Corporate strategy and survival in the UK construction industry. Construction Management and Economics, 5(2), pp. 141-155. ISSN 01446193
Abstract
The UK construction industry has experienced three quite different business environments during the last 30 years. These environments have demanded different corporate strategies which in turn have required firms to structure their operations in different ways, for their senior managers to adopt different styles and for management teams to draw on different problem-solving skills. A simple framework for linking the environment with structure, style and skills is developed through considering the differences in the nature of the demands on construction companies during the three periods.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | environment; planning; skills; strategy; structure; style |
| Index terms: | corporate strategy, survival, construction industry, manager, construction company, strategy |
| Subjects: | practitioner, organization, business, environmental science, management, industry analysis |
| Topics: | Research Practice, Business Strategy, Sustainability, Governance, Roles and Professions |
| Descriptive scope: | 3 PCT |
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