Title

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

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

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