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Strategic management: consideration of paradoxes, processes, and associated concepts as applied to construction
journal contributionposted on 2014-11-21, 13:18 authored 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.
- Architecture, Building and Civil Engineering
Published inJOURNAL OF MANAGEMENT IN ENGINEERING
Pages183 - 192 (10)
CitationPRICE, 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.
- VoR (Version of Record)
Publisher statementThis 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/
NotesThis article is closed access.