Abstract:
Public construction firms are faced with performance challenges such as contract
mismanagement, time, and cost overruns at the construction firms’ and projects’ levels. But
these challenges can be mitigated by adopting appropriate competitive strategies and enhance
their general performance. The study evaluated the competitive strategies adopted and
practised in public construction firms.
The data were collected through interviews with fifteen (15) directors, senior and middle
managers from five organisations (NHC, TBA, CSWS, SUMAJKT, and SHIMA) as case
studies. Also, data were collected through document reviews of the case studies, which were
strategic plans, financial reports, and company profiles. There were six (06) reviewed
documents from all five organisations. The study employed a multi-case study design and
the technique adopted was cross-case analysis. Data from all sources were analysed
thematically with help of NVivo 12 plus (CAQDAS).
The general findings indicate that all participated organisations practised competitive
strategies, though the modes of practice were varied from one firm to another. The identified
competitive strategies were categorised into three levels such as corporate (Brand, Image,
growth, joint ventures), business level (low cost, differentiation, time-based), and functional
or operation levels (Human resource, Marketing, relationship, research, and development).
However, it was revealed that the majority of participated organisations practised
competitive strategies just as business as usual rather than for competitiveness. Also, it was
revealed that competitive strategies at all levels influenced firms' performance. At the
corporate level growth and diversification were more practised. At the business level cost
strategies were more considered and at functional or operational the human resource
strategies were found to be significant. Other factors such as organisational structure, internal
and external firms’ environments were found to have some effects that intervene between
competitive strategies and organisational performance.
Also, the implementation guidelines for improving performance in public construction firms
through competitive strategies were developed. The guidelines are based on competitive
strategy development, strategic levels, and organisational performance. Finally, public
construction firms were recommended to adopt competitive strategies effectively, and then
the reward is enhanced performance.
