Linking response strategies adopted by construction firms during the 2007 economic recession to Porter’s generic strategies

References

• Aaltonen, K. and Sivonen, R. (2009) Response strategies to stakeholder pressures in global projects. International Journal of Project Management, 27(2), 131–41.
   Web of Science ®Google Scholar
• Allen, R.S. and Helms, M.M. (2006) Linking strategic practices and organizational performance to Porter’s generic strategies. Business Process Management Journal, 12(4), 433–54.
   Google Scholar
• Ansoff, H.I. (1965) Corporate Strategy, McGraw-Hill, New York.
   Google Scholar
• Bain, J.S. (1951) Relation of profit rate to industry concentration: American manufacturing, 1936–1940. Quarterly Journal of Economics, 65(3), 293–324.
   Web of Science ®Google Scholar
• Bain, J.S. (1956) Barriers to New Competition, Harvard University Press, Cambridge, MA.
   Google Scholar
• Barney, J.B. (1991) Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
   Web of Science ®Google Scholar
• Betts, M. and Ofori, G. (1992) Strategic planning for competitive advantage in construction. Construction Management and Economics, 10(6), 511–32.
   Google Scholar
• Betts, M. and Ofori, G. (1993) Competitive advantage in construction: reply. Construction Management and Economics, 11(1), 73–4.
   Google Scholar
• Budayan, C., Dikmen, I. and Birgonul, M.T. (2013) Investigation of drivers and modes of differentiation in Turkish construction industry. Engineering, Construction and Architectural Management, 20(4), 345–64.
   Google Scholar
• Cheah, C.Y.J. and Garvin, M.J. (2004) An open framework for corporate strategy in construction. Engineering, Construction and Architectural Management, 11(3), 176–88.
   Google Scholar
• Cheah, C.Y.J., Kang, J. and Chew, D.A.S. (2007) Strategic analysis of large local construction firms in China. Construction Management and Economics, 25(1), 25–38.
   Google Scholar
• Chinowsky, P.S. and Meredith, J.E. (2000) Strategic management in construction. Journal of Construction Engineering and Management, 126(1), 1–9.
   Web of Science ®Google Scholar
• Claessens, S., Kose, M.A. and Terrones, M.E. (2009) What happens during recessions, crunches and busts? Economic Policy, 24(60), 653–700.
   Google Scholar
• Cohen, W.M. and Levinthal, D.A. (1990) Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–52.
   Web of Science ®Google Scholar
• Corbin, J. and Strauss, A. (2008) Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, 3rd edn, Sage, Los Angeles, CA.
   Google Scholar
• De Haan, J., Voordijk, H. and Joosten, G.J. (2002) Market strategies and core capabilities in the building industry. Construction Management and Economics, 20(2), 109–18.
   Google Scholar
• Dess, G.G. and Davis, P.S. (1984) Porter’s (1980) generic strategies as determinants of strategic group membership and organizational performance. Academy of Management Journal, 27(3), 467–88.
   Web of Science ®Google Scholar
• Dikmen, I. and Birgönűl, M.T. (2003) Strategic perspective of Turkish construction companies. Journal of Management in Engineering, 19(1), 33–40.
   Web of Science ®Google Scholar
• DKM Economic Consultants (2012) The Irish Construction Industry in 2012, Report published on behalf of the Society of Chartered Surveyors, Ireland, available at http://bit.ly/1iFmMcO (accessed 28 October 2013).
   Google Scholar
• Eisenhardt, K. (1989) Building theories from case study research. Academy of Management Review, 14(4), 532–50.
   Web of Science ®Google Scholar
• European Commission (2005) The New SME Definition: User Guide and Model Declaration, available at http://bit.ly/1fQB9Zu (accessed 15 July 2013).
   Google Scholar
• Fellows, R.F. (1993) Competitive advantage in construction: comment. Construction Management and Economics, 11(1), 71–2.
   Google Scholar
• Fellows, R. and Liu, A. (2008) Research Methods for Construction, 3rd edn, Wiley-Blackwell, Oxford.
   Google Scholar
• Granovetter, M. (1985) Economic action and social structure: the problem of embeddedness. American Journal of Sociology, 91(3), 481–510.
   Web of Science ®Google Scholar
• Grant, R.M. (1991) The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), 114–35.
   Web of Science ®Google Scholar
• Green, R.F., Lisboa, J. and Yasin, M.M. (1993) Porter’s (1980) generic strategies in Portugal. European Business Review, 93(2), 3–10.
   Google Scholar
• Green, S.D., Larsen, G.D. and Kao, C.C. (2008) Competitive strategy revisited: contested concepts and dynamic capabilities. Construction Management and Economics, 26(1), 63–78.
   Google Scholar
• Griffis, F.H. (1971) A stochastic analysis of the competitive bidding problem for construction contractors, PhD thesis, Oklahoma State University, Stillwater, OK.
   Google Scholar
• Hall, W.K. (1980) Survival strategies in a hostile environment. Harvard Business Review, 58(5), 75–85.
   Web of Science ®Google Scholar
• Hamel, G. and Prahalad, C.K. (1994) Competing for the Future, Harvard Business School Press, Boston, MA.
   Google Scholar
• Hannan, M.T. and Freeman, J. (1988) Organizational Ecology, Harvard University Press, Cambridge, MA.
   Google Scholar
• Hastheetham, A. and Hadikusumo, B.H.W. (2011) Theoretical framework of strategic behaviour in Thai contractors: an empirical case study. Engineering, Construction and Architectural Management, 18(2), 206–25.
   Google Scholar
• Hawes, J.M. and Crittenden, W.F. (1984) A taxonomy of competitive retailing strategies. Strategic Management Journal, 5(3), 275–87.
   Web of Science ®Google Scholar
• Henderson, B.D. (1989) The origin of strategy. Harvard Business Review, 67(6), 139–43.
   PubMed Web of Science ®Google Scholar
• Hill, C.W.L. (1988) Differentiation versus low cost or differentiation and low cost: a contingency framework. Academy of Management Review, 13(3), 401–12.
   Web of Science ®Google Scholar
• Hillebrandt, P.M., Cannon, J. and Lansley, P. (1995) The Construction Company in and out of Recession, Macmillan, London.
   Google Scholar
• Hoskisson, R.E., Hitt, M.A., Wan, W.P. and Yiu, D. (1999) Theory and research in strategic management: swings of a pendulum. Journal of Management, 25(3), 417–56.
   Web of Science ®Google Scholar
• Hunt, C.C. (2000) What have we learned about generic competitive strategy? A meta-analysis Strategic Management Journal, 21(2), 127–54.
   Web of Science ®Google Scholar
• Jennings, M.J. and Betts, M. (1996) Competitive strategy for quantity surveying practices: the importance of information technology. Engineering, Construction and Architectural Management, 3(3), 163–86.
   Google Scholar
• Kale, S. and Arditi, D. (2002) Competitive positioning in United States construction industry. Journal of Construction Engineering and Management, 128(3), 238–47.
   Web of Science ®Google Scholar
• Kangari, R., Farid, F. and Elgharib, H.M. (1992) Financial performance analysis for construction industry. Journal of Construction Engineering and Management, 118(2), 349–61.
   Web of Science ®Google Scholar
• Karnani, A. (1984) Generic competitive strategies: an analytical approach. Strategic Management Journal, 5(4), 367–80.
   Web of Science ®Google Scholar
• King, N. (1994) The qualitative research interview, in Cassel, C. and Symon, G. (eds) Qualitative Methods in Organizational Research: A Practical Guide, Sage, London, pp. 14–36.
   Google Scholar
• King, S.S. and Cushman, D.P. (1997) Lessons from the Recession: A Management and Communication Perspective, State University of New York Press, New York.
   Google Scholar
• Kotha, S. and Vadlamani, B.L. (1995) Assessing generic strategies: an empirical investigation of two competing typologies in discrete manufacturing industries. Strategic Management Journal, 16(1), 75–83.
   Web of Science ®Google Scholar
• Kumar, K., Subramanian, R. and Yauger, C. (1997) Pure versus hybrid: performance implications of Porter’s generic strategies. Health Care Management Review, 22(4), 47–60.
   PubMed Web of Science ®Google Scholar
• Lansley, P.R. (1983) A practical approach to auditing organizational flexibility. Construction Management and Economics, 1(2), 145–56.
   Google Scholar
• Lansley, P.R. (1987) Corporate strategy and survival in the UK construction industry. Construction Management and Economics, 5(2), 141–55.
   Google Scholar
• Lansley, P. and Quince, T. (1981) Organizational responses to a major recession. Construction Papers, 1(2), 5–16.
   Google Scholar
• Li, S. and Ling, F.Y.Y. (2012) Critical strategies for Chinese architectural, engineering and construction firms to achieve profitability. Engineering, Construction and Architectural Management, 19(5), 495–511.
   Google Scholar
• Lim, B.T.H., Oo, B.L. and Ling, F. (2010) The survival strategies of Singapore contractors in prolonged recession. Engineering, Construction and Architectural Management, 17(4), 387–403.
   Google Scholar
• Low, S.P. and Lim, N.H. (2000) The strategic responses of construction firms to the Asian financial crisis in 1997–1998. International Journal of Construction Marketing, 1(2), 1–12.
   Google Scholar
• Maister, D.H. (1986) The three Es of professional life. Journal of Management Consulting, 3(2), 39–44.
   Google Scholar
• Mason, E.S. (1939) Price and production policies of large-scale enterprise, American Economic Review, 29(1), 61–74.
   Google Scholar
• Mayo, R.E. (1992) Improved optimum bid mark-up estimation through workload related bid distribution functions, PhD thesis, Stevens Institute of Technology, Hoboken, NJ.
   Google Scholar
• Miles, M.B. and Huberman, A.M. (1994) Qualitative Data Analysis: An Expanded Sourcebook, 2nd edn, Sage, Thousand Oaks, CA.
   Google Scholar
• Miles, R.E. and Snow, C.C. (1978) Organizational Strategy, Structure, and Process, McGraw-Hill, New York.
   Google Scholar
• Miller, A. and Dess, G.G. (1993) Assessing Porter’s (1980) model in terms of its generalizability, accuracy, and simplicity. Journal of Management Studies, 30(4), 553–85.
   Web of Science ®Google Scholar
• Miller, D. (1992) The generic strategy trap. Journal of Business Strategy, 13(1), 37–42.
   PubMedGoogle Scholar
• Mintzberg, H. (1988) Generic strategies: toward a comprehensive framework. Advances in Strategic Management, 5(1), 1–67.
   Google Scholar
• Mintzberg, H. (1990) The design school: reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171–95.
   Web of Science ®Google Scholar
• Murphy, R. (2013) Strategic planning in construction professional service firms: a study of Irish QS practices. Construction Management and Economics, 31(2), 151–66.
   Google Scholar
• Murray, A.I. (1988) A contingency view of Porter’s ‘generic strategies’. Academy of Management Review, 13(3), 390–400.
   Web of Science ®Google Scholar
• Office for National Statistics (2013) Output in the construction industry, available at http://bit.ly/1o5LBy7 (accessed 15 August 2013).
   Google Scholar
• Ormanidhi, O. and Stringa, O. (2008) Porter’s model of generic competitive strategies. Business Economics, 43(3), 55–64.
   Google Scholar
• Parker, B. and Helms, M.M. (1992) Generic strategies and firm performance in a declining industry. Management International Review, 32(1), 23–29.
   Google Scholar
• Pettigrew, A.M. (1973) The Politics of Organizational Decision-Making, Tavistock, London.
   Google Scholar
• Pettigrew, A.M. (1985) The Awakening Giant: Continuity and Change in ICI, Blackwell, Oxford.
   Google Scholar
• Porter, M.E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York.
   Google Scholar
• Porter, M.E. (1985) Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.
   Google Scholar
• Price, A.D.F. (2003) The strategy process within large construction organisations. Engineering, Construction and Architectural Management, 10(4), 283–96.
   Google Scholar
• Price, A.D.F. and Chahal, K. (2006) A strategic framework for change management. Construction Management and Economics, 24(3), 237–51.
   Google Scholar
• Price, A.D.F., Ganiev, B.V. and Newson, E. (2003) Changing strategic management practices within the UK construction industry. Strategic Change, 12(7), 347–66.
   Google Scholar
• Richardson, O. and Dennis, C. (2003) UK vineyards sector case study: analysis of retail activities using exemplar strategic marketing tools. British Food Journal, 105(9), 634–52.
   Google Scholar
• Rouleau, L. and Seguin, F. (1995) Strategy and organization theories: common forms of discourse. Journal of Management Studies, 32(1), 101–16.
   Web of Science ®Google Scholar
• Saldana, J. (2013) The Coding Manual for Qualitative Researchers, 2nd edn, Sage, London.
   Google Scholar
• Skitmore, M. and Pemberton, J. (1994) A multivariate approach to construction contract bidding mark-up strategies. Journal of the Operational Research Society, 45(11), 1263–72.
   Web of Science ®Google Scholar
• Slatter, S. (1992) Gambling on Growth: How to Manage the Small High-tech Firm, John Wiley & Sons, Chichester.
   Google Scholar
• Spanos, Y.E., Zaralis, G. and Lioukas, S. (2004) Strategy and industry effects on profitability: evidence from Greece. Strategic Management Journal, 25(2), 139–65.
   Web of Science ®Google Scholar
• Sutrisna, M. and Barrett, P. (2007) Applying rich picture diagrams to model case studies of construction projects. Engineering, Construction and Architectural Management, 14(2), 164–79.
   Google Scholar
• Tan, Y., Shen, L. and Langston, C. (2012) Competition environment, strategy, and performance in the Hong Kong construction industry. Journal of Construction Engineering and Management, 138(3), 352–60.
   Web of Science ®Google Scholar
• Tang, W., Duffield, C.F. and Young, D.M.J. (2006) Partnering mechanism in construction: an empirical study on the Chinese construction industry. Journal of Construction Engineering and Management, 132(3), 217–29.
   Web of Science ®Google Scholar
• Tansey, P., Meng, X. and Cleland, D. (2013) A critical review of response strategies adopted by construction companies during an economic recession, in Smith, S.D. and Ahiaga-Dagbui, D.D. (eds) Proceedings 29th Annual ARCOM Conference, 2–4 September, Reading, UK, pp. 679–89.
   Google Scholar
• Teece, D.J., Pisano, G. and Shuen, A. (1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–33.
   Web of Science ®Google Scholar
• The Contractor (1998) SCAL members respond to economic changes. The Contractor, 15(5), 1–3.
   Google Scholar
• Thietart, R.A. (1988) Success strategies for businesses that perform poorly. Interfaces, 18(3), 32–45.
   Web of Science ®Google Scholar
• Townsend, A.R. (1983) The Impact of Recession: On Industry, Employment and the Region, 1976–1981, Croom Helm, London.
   Google Scholar
• Volberda, H.W. and Elfring, T. (2001) Rethinking Strategy, Sage, London.
   Google Scholar
• Weick, K. (1979) The Social Psychology of Organizing, 2nd edn, Addison-Wesley, Reading, MA.
   Google Scholar
• Wernerfelt, B. (1984) A resource-based view of the firm. Strategic Management Journal, 5(2), 171–80.
   Web of Science ®Google Scholar
• Whitley, R.D. (1999) Divergent Capitalisms, Oxford University Press, Oxford.
   Google Scholar
• Whittington, R. (2001) What Is Strategy – and Does It Matter?, Cengage Learning, London.
   Google Scholar
• Wong, T.K. and Logcher, D.R. (1986) Contractors in cyclical economic environments. Journal of Construction Engineering, 112(3), 310–25.
   Web of Science ®Google Scholar
• Wright, P. and Parsinia, A. (1988) Porter’s synthesis of generic business strategies: a critique, Industrial Management, 30(3), 20–23.
   Google Scholar
• Wright, P., Hotard, D., Kroll, D., Chan, P. and Tanner, J. (1990) Rivalry among firms: evidence from the apparel industry, in Dean, B. and Cassidy, J. (eds) Strategic Management: Methods and Studies, Elsevier, New York, pp. 93–110.
   Google Scholar
• Wright, P., Kroll, M., Tu, H. and Helms, M. (1991) Generic strategies and business performance: an empirical study of the screw machine products industry. British Journal of Management, 2(1), 57–65.
   Google Scholar
• Ye, K., Shen, L. and Tan, Y. (2010) Response strategies to the competition in the Chinese construction market. Construction Management and Economics, 28(2), 115–24.
   Google Scholar
• Yin, R.K. (1994) Case Study Research: Design and Methods, 2nd edn, Sage, Newbury Park, CA.
   Google Scholar
• Yin, R.K. (2014) Case Study Research: Design and Methods, 5th edn, Sage, Thousand Oaks, CA.
   Google Scholar
• Zhao, Z.Y., Shen, L.Y. and Zuo, J. (2009) Performance and strategy of Chinese contractors in the international market. Journal of Construction Engineering and Management, 135(2), 108–18.
   Web of Science ®Google Scholar