Content area
Abstract
The purpose of this thesis is to investigate the mechanism that construction companies adopt to establish a competitive strategic position in order to exploit market opportunities in the construction markets of Europe. An analysis framework of competitive advantages is developed, contenting that such advantage is influenced by technological, organisational and external sources. The mechanisms for exploiting competitive advantage overseas requires the establishment of an appropriate strategy and structure to internationalise a company's capabilities. In the construction industry this may be accomplished by internal structural change, though is more likely to involve the use of strategic alliances, chiefly to overcome barriers and constraints to a firm's pursuing work outside its national border. Methods of market appraisal in construction are heavily dependent on relationships with existing clients and other participants in the industry, placing an emphasis on quality and the level of service provision. A model of the strategic mechanism to exploit competitive advantage, and of the influences on the opportunity to secure favourable market conditions is developed and tested amongst companies in the UK construction industry using Grounded Theory. A semi-structured interview technique is used to study the linkage between the mechanism and opportunity. It is concluded that this linkage establishes the need for differentiation of a firm's offerings through its competitive advantage leading to its target markets. There is also a need for an appropriate structure and overseas configuration to exploit these advantages, and a necessary emphasis on quality and level of service rather than cost in meeting clients needs.