Corporate strategy and survival in the UK construction industry

Abstract

The UK construction industry has experienced three quite different business environments durin the last 30 years. These environments have demanded different corporate strategies which in turn have required firms to structure their operations in different ways, for their senior managers to adopt different styles and for management teams to draw on different problem-solving skills. A simple framework for linking the environment with structure, style and skills is developed through considering the differences in the nature of the demands on construction companies during the three periods.

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