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Strategic planning practice of construction firms in Ghana

Author

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  • Ayirebi Dansoh

Abstract

In Ghana, the operating environment for construction firms is constantly changing in the face of a volatile economic environment, shifting political climate and a highly competitive market. Confronted with such instability, companies need strategic planning to combat the threat to their survival. A survey was conducted to determine how widespread strategic planning is used as a management tool by contractors in Ghana. Construction firms with classification A1B1, A2B2, D1 and D2 were used in the survey. Only 8.5% of D2 firms use strategic planning. The other firms have a combined average of 86.7%. Civil engineering contractors are far ahead of the building contractors in the practice of strategic planning. Strategic plans are drawn to cover an average of three years. There is an urgent need for contractors in the D2 class to be encouraged to seek insight into strategic planning and employ the technique to enhance their chances of surviving risks in the business environment.

Suggested Citation

  • Ayirebi Dansoh, 2005. "Strategic planning practice of construction firms in Ghana," Construction Management and Economics, Taylor & Francis Journals, vol. 23(2), pages 163-168.
    • Handle: RePEc:taf:conmgt:v:23:y:2005:i:2:p:163-168
    DOI: 10.1080/0144619042000241435
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    References listed on IDEAS

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    1. Patricia Hillebrandt & Jacqueline Cannon, 1990. "The Modern Construction Firm," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-349-13628-5, October.
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    Cited by:

    1. J. Dadzie & A.R. Abdul-Aziz & A. Kwame, 2012. "Performance of consultants on government projects in ghana: Client and contractor pespective," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 2(6), pages 256-267, November.
    2. Jimoh Richard Ajayi & Oyewobi Luqman Oyekunle & Adamu Amina Nna & Bajere Paul Abayomi, 2016. "Women professionals’ participation in the nigerian construction industry: finding voice for the voiceless," Organization, Technology and Management in Construction, Sciendo, vol. 8(1), pages 1429-1436, December.
    3. Masakure, Oliver & Cranfield, John & Henson, Spencer, 2008. "The Financial Performance of Non-farm Microenterprises in Ghana," World Development, Elsevier, vol. 36(12), pages 2733-2762, December.
    4. Margarida Rodrigues & Mário Franco & Rui Silva & Cidália Oliveira, 2021. "Success Factors of SMEs: Empirical Study Guided by Dynamic Capabilities and Resources-Based View," Sustainability, MDPI, vol. 13(21), pages 1-17, November.
    5. Hamzah E. Alqudah & Mani Poshdar & Luqman Oyekunle Oyewobi & James Olabode Bamidele Rotimi & John Tookey, 2023. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance," Sustainability, MDPI, vol. 15(5), pages 1-18, February.
    6. J. Dadzie & A.R. Abdul-Aziz & A. Kwame, 2012. "Performance of consultants on government projects in ghana: Client and contractor pespective," International Journal of Business and Social Research, LAR Center Press, vol. 2(6), pages 256-267, November.
    7. Alev M. Efendioglu & A. Tugba Karabulut, 2009. "Acceptance and Use of Strategic Processes in Developing Countries," American Journal of Economics and Business Administration, Science Publications, vol. 1(2), pages 150-159, June.
    8. Hamzah E. Alqudah & Mani Poshdar & Luqman Oyewobi & James Olabode Bamidele Rotimi & John Tookey, 2021. "Business Environment, CRM, and Sustainable Performance of Construction Industry in New Zealand: A Linear Regression Model," Sustainability, MDPI, vol. 13(23), pages 1-17, November.

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