Strategic Management in Construction

Provides an overview of the theory and practice of strategic management in construction organizations. The book argues that a more gradual or incremental approach to planning is more relevant to those firms operating in the volatile construction industry.

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This text provides an overview of the theory and practice of strategic management in construction organizations. The formal theory of strategic planning for construction firms is presented and this is supplemented with reviews of planning and forecasting techniques that corporate planners may find useful. However, the book tests out the application of theory to firms in the industry. By using case studies to look at the process of strategy formulation, the book aims to challenge commonly-held assumptions about the process of corporate planning in construction firms. It is held that a more gradual or incremental approach to planning is more relevant to firms operating in a volatile construction industry. As such the book aims to contribute to the understanding of corporate behaviour in construction. The book is broken down into four areas. The first deals wiht the characteristics of the construction industry and the firms of which it is comprised. The second deals with concepts and techniques of strategic management. The third part presents the case studies and the final part synthesizes the material question, existing theory and develops a new approach to the subject.