This book reviews the general theory of strategy, relates it to the particular circumstances of the construction industry, and shows how it can be applied in practice. It brings together ideas from economics, marketing, management, business and politics to develop strategic management for both contractors' firms and the associated professions. Substantial changes have occurred in the industry since the book was first published in 1991. This Second Edition reflects the major developments that have followed the Latham and Egan reports, and includes new chapters on international strategy and marketing, showing how they can contribute to the strategic planning of construction organizations. The book will provide a valuable tool for the strategic development of construction firms. "Ten years separate the editions during which period a significant number of British, (and other), construction firms which had survived generations of proprietors merged, changed beyond recognition or ceased trading. One can not but wonder if publication of a work on strategic planning some twenty year earlier might have saved some of them." Construction Manager "The book presents the essential elements for managing at this higher level and should be a must for any construction professional who aspires to an executive position in industry as well as any student for construction management, project management and organizational management in construction. It comes highly recommended" Engineering, Construction and Architectural Management

Written to provide coverage of the knowledge required to address strategic issues relating to the business of construction on a global scale. This book provides knowledge by a series of case studies of leading consultants, and contractors and suppliers of products to highlight practice by organizations in America, Japan and Europe.

Facilitates discussion about project-based organizations (PBOs) and how they increasingly pervade business dimensions, from R&D and new product development, to the production of complex capital goods and implementation of organizational change across very different industries such as management consulting, engineering or entertainment.

This work offers an extended dictionary of key management concepts for students and professionals alike. It helps the reader, through an applied approach to management, to search for the most appropriate ways of improving their organization's performance and effectiveness. With the aid of case studies drawn from the construction industry, this title discusses key management issues including management theory, strategy, organization structure and design, culture, leadership, power, work groups, motivation and personal management.

As higher education institutions face challenges like technological advancements, student demographics, and funding constraints, effective strategic management is essential. This involves enhancing institutional capabilities through improved governance, resource allocation, and stakeholder engagement while fostering a culture of innovation and collaboration. By prioritizing strategic planning and capacity building, academic institutions can remain relevant and responsive to the needs of students, faculty, and the broader community. Further research empowers universities to achieve sustainable growth and fulfill their educational and social objectives. Building Organizational Capacity and Strategic Management in Academia explores the crucial role of leadership and strategic management in boosting the capacity and effectiveness of higher education institutions. It examines the complex dynamics of organizational change, innovation, and sustainable growth within the setting of academia. This book covers topics such as brand management, information technology, and strategic planning, and is a useful resource for business owners, academicians, educators, managers, computer engineers, scientists, and researchers.

This book draws together the main elements of strategic management theory and considers their relevance to contemporary practice in construction. It helps students understand what corporate strategy involves and how it is possible to develop a proactive approach to the management of key organisational resources that are essential to attain objectives. Understanding of the importance of strategic management has developed rapidly in the past decade. Recent economic events have shown that all organisations must continually reassess their approach to achieving intended objectives, especially improvement in customer focus. The construction industry is no different. Construction employers require graduates who are competent in understanding the basis of strategic management, the range of techniques that will enable the organisation to identify opportunities and threats and respond to rapid change. This book provides an overview of the context in which construction projects are carried out, and the potential methods that exist to conduct strategic analysis and decision-making. By analysing case studies, Corporate Strategy in Construction: Understanding today's theory & practice demonstrates how vital lessons can be learnt from other industries by benchmarking practices and developing alternative ways of delivering value to clients. A key message of the book is that construction organisations can, with a better appreciation of strategic management, increase their potential to innovate and create sustainable competitive advantage.

The effective management of facilities can significantly improve business productivity. In this textbook the authors provide an overview of facility economics and outline the way in which businesses and facility managers can get better value from their physical assets. Students on facilities management and property related degrees will find this an invaluable introduction.

Innovation, Strategy and Risk in Construction integrates insights from business and government leaders with contemporary research, to help built environment professionals turn serendipity to their own advantage by building greater innovative and adaptive capacity into their operations. Accessible and full of practical examples, the book argues that traditional business strategies which seek to systematise innovation and eliminate uncertainty need to be balanced with more flexible approaches which acknowledge and harness uncertainty. The missing key to innovation, it is argued, is to turn serendipity into capability. The author proposes a simple model which allows managers to tap into the increasingly dynamic and interconnected nature of the construction industry. Innovation does not occur in isolation within individual firms, but through collaboration. Each stakeholder in the construction industry has a responsibility to drive innovation, and this book will be key reading for consultants, contractors, subcontractors, suppliers and clients, as well as policy makers and all serious students of construction management.

Continuous improvements in project portfolio management have allowed for optimized strategic planning and business process improvement. This not only leads to more streamlined processes, methods, and technologies, but it increases the overall productivity of companies. Project Portfolio Management Strategies for Effective Organizational Operations is a key resource on the latest advances and research regarding strategic initiatives for portfolio and program management. Highlighting multidisciplinary studies on value creation, portfolio governance and communication, and integrated circular models, this publication is an ideal reference source for professionals, researchers, business managers, consultants, and university students in economics, management, and engineering.

Often, 'Customer First', or even 'Customer as the Sole Purpose', has been touted as the golden principle to conduct business in our commercial world. But to a lot of people, practising it is not as simple as it sounds. People interpret the principle in their own ways and adopt different approaches in practice.This book develops a 'Left-Right Circles' theory where customer needs are depicted as the 'Left Circle'. The book also analyzes various levels of customer needs and the key approaches to satisfying those needs. The 'Right Circle' in this theory depicts how a company develops its own strengths as competencies. The book describes how the Left and Right Circles interact, move in sync in a perfectly harmonious manner, offer products and services that customers will repeatedly purchase, and thereby builda strong base of loyal supporters for the company. The Left Circle driven approaches are applicable equally to serving customers and stakeholders. The approaches apply effectively to non-profit organizations as well as to profit-making companies. The theory can also be extended to interpersonal relationships, helping to enhance harmony and joy in personal lives.