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Competitive strategy revisited: contested concepts and dynamic capabilities

Author

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  • Stuart Green
  • Graeme Larsen
  • Chung-Chin Kao

Abstract

Strategy is a contested concept. The generic literature is characterized by a diverse range of competing theories and alternative perspectives. Traditional models of the competitive strategy of construction firms have tended to focus on exogenous factors. In contrast, the resource-based view of strategic management emphasizes the importance of endogenous factors. The more recently espoused concept of dynamic capabilities extends consideration beyond static resources to focus on the ability of firms to reconfigure their operating routines to enable responses to changing environments. The relevance of the dynamics capabilities framework to the construction sector is investigated through an exploratory case study of a regional contractor. The focus on how firms continuously adapt to changing environments provides new insights into competitive strategy in the construction sector. Strong support is found for the importance of path dependency in shaping strategic choice. The case study further suggests that strategy is a collective endeavour enacted by a loosely defined group of individual actors. Dynamic capabilities are characterized by an empirical elusiveness and as such are best construed as situated practices embedded within a social and physical context.

Suggested Citation

  • Stuart Green & Graeme Larsen & Chung-Chin Kao, 2008. "Competitive strategy revisited: contested concepts and dynamic capabilities," Construction Management and Economics, Taylor & Francis Journals, vol. 26(1), pages 63-78.
  • Handle: RePEc:taf:conmgt:v:26:y:2008:i:1:p:63-78
    DOI: 10.1080/01446190701656174
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    Citations

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    Cited by:

    1. Virpi Sorsa & Eero Vaara, 2020. "How Can Pluralistic Organizations Proceed with Strategic Change? A Processual Account of Rhetorical Contestation, Convergence, and Partial Agreement in a Nordic City Organization," Organization Science, INFORMS, vol. 31(4), pages 839-864, July.
    2. Camila Cristina Rodrigues Salgado & Renan Felinto de Farias Aires & Afrânio Galdino Araújo, 2022. "Transient Competitive Advantage Model (TCAM) to Analyze Companies in the Context of Transience," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 23(2), pages 185-199, June.
    3. Gregory Ludwig & Jon Pemberton, 2011. "A managerial perspective of dynamic capabilities in emerging markets: The case of the Russian steel industry," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 16(3), pages 215-236.
    4. Eriksson, Taina, 2014. "Processes, antecedents and outcomes of dynamic capabilities," Scandinavian Journal of Management, Elsevier, vol. 30(1), pages 65-82.
    5. Nur Izzati Ab & Christopher Nigel Preece, 2015. "Development of Foreign Competitor Identification Index (FCII) in Malaysia," Information Management and Business Review, AMH International, vol. 7(1), pages 12-22.
    6. Han Xiao & Abdullah Al Mamun & Mohammad Masukujjaman & Qing Yang, 2023. "Modelling the significance of strategic orientation on green innovation: mediation of green dynamic capabilities," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-15, December.
    7. Bağış, Mehmet & Kryeziu, Liridon & Akbaba, Yılmaz & Ramadani, Veland & Karagüzel, Ensar Selman & Krasniqi, Besnik A., 2022. "The micro-foundations of a dynamic technological capability in the automotive industry," Technology in Society, Elsevier, vol. 70(C).
    8. Marcello Sansone & Roberto Bruni & Annarita Colamatteo & Maria Anna Pagnanelli, 2017. "Dynamic capabilities in retailers? marketing strategies: Defining an analysis model," MERCATI & COMPETITIVIT?, FrancoAngeli Editore, vol. 2017(2), pages 17-42.

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