The use of global strategies by British construction firms
Document Type
Journal article
Source Publication
Construction Management and Economics
Publication Date
2-17-2007
Volume
24
Issue
9
First Page
945
Last Page
954
Publisher
Routledge
Keywords
Globalisation, strategy, international competition, multinational companies, transnationals
Abstract
A two-stage qualitative case study, and Yip's conceptual framework, are used to examine the extent to which British construction firms have adopted 'global' strategies. In the first stage industry experts provided evidence on the forces driving global strategy. In the second stage executives from eight internationally active firms described how they have responded to those forces. Results indicate that the forces driving globalisation, at least for traditional contracting activities, are not strong. Evidence shows that most firms operating internationally organise 'multi-locally' and make little use of globally integrated strategies. However, firms that have moved into 'higher value-added' construction activities have a greater propensity to integrate some aspects of their strategy on a global basis.
DOI
10.1080/01446190600799679
Print ISSN
01446193
E-ISSN
1466433X
Publisher Statement
Copyright © 2006 Routledge
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Whitla, P. A., Walters, P., & Davies, H. (2007). The use of global strategies by British construction firms. Construction Management and Economics, 24(9), 945-954. doi: 10.1080/01446190600799679