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Strategic management: consideration of paradoxes, processes, and associated concepts as applied to construction

journal contribution
posted on 21.11.2014, 13:18 by Andrew Price, E. Newson
This paper reviews recent literature on the strategic management process and considers several paradoxes viewed from a construction perspective. Many of the key issues surrounding the strategic management process have been discussed, and recommendations have been provided as to how construction organizations should respond. The main paradoxes considered were logical (rational) versus creative (generative) strategies; intended (deliberate) versus realized (emergent) strategies; revolutionary versus transformational strategies; strategic fit versus strategic stretch; and strategy versus organizational effectiveness. Each of these paradoxes was found to have considerable relevance to construction, and examples of how they have been applied to construction have been provided. For many construction organizations the key to success depends upon developing strategies that have an optimal balance within these paradoxes. This optimal balance will vary from one organization to another.

History

School

  • Architecture, Building and Civil Engineering

Published in

JOURNAL OF MANAGEMENT IN ENGINEERING

Volume

19

Issue

4

Pages

183 - 192 (10)

Citation

PRICE, A.D.F. and NEWSON, E., 2003. Strategic management: consideration of paradoxes, processes, and associated concepts as applied to construction. Journal of Management in Engineering, 19 (4), pp. 183 - 192.

Publisher

© ASCE

Version

VoR (Version of Record)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Publication date

2003

Notes

This article is closed access.

ISSN

0742-597X

Language

en