Strategic adaptations to environments inside China

Purpose – The purpose of this paper is to examine a series of environmental factors and industrial conditions governing the construction industry in China. The outcome of this part of the analysis sheds light on the development of appropriate competitive strategies and important resources and competencies (IRCs) to establish long‐term competitive advantages.Design/methodology/approach – The overarching conceptual framework consists of both external and internal analyses. Since, the scope of work is very broad, the materials presented in this paper is limited to external analysis of environmental factors. The study is primarily derived from a literature review and synthesis of data gathered from various public sources. Certain parts of the analysis utilize frameworks developed by other researchers and selective statistical methods.Findings – Some environmental factors, such as government intervention and legal and regulatory systems require the development of Guanxi (relationships) to cope with. Other fact...

[1]  Charles Y. J. Cheah,et al.  Dynamics of strategic management in the Chinese construction industry , 2005 .

[2]  K. Andrews.  The Concept of Corporate Strategy , 1971 .

[3]  R E Miles,et al.  Organizational strategy, structure, and process. , 1978, Academy of management review. Academy of Management.

[4]  Charles Y. J. Cheah,et al.  Strategic analysis of large local construction firms in China , 2007 .

[5]  中華人民共和国国家統計局.  China statistical yearbook , 1988 .

[6]  LAM YOW THIM,et al.  The development of the construction legal system in China , 2004 .

[7]  Richard Whittington,et al.  What Is Strategy and Does It Matter , 1998 .

[8]  M. Buzzelli.  Firm Size Structure in North American Housebuilding: Persistent Deconcentration, 1945–98 , 2001 .

[9]  G. Ofori,et al.  Construction industry in China's regional economy, 19901998 , 2001 .

[10]  Jean Jinghan Chen,et al.  China's Construction Industry and Foreign Investment , 1997 .

[11]  John Child,et al.  Organizations As Adaptive Systems in Complex Environments: the Case of China , 1999 .

[12]  J. Barney.  Firm Resources and Sustained Competitive Advantage , 1991 .

[13]  J. Dunning.  Explaining International Production , 1988 .

[14]  Francine Séguin,et al.  STRATEGY AND ORGANIZATION THEORIES: COMMON FORMS OF DISCOURSE* , 1995 .

[15]  Denise Bower,et al.  Development Strategies for Chinese Design Institutes , 2004 .

[16]  Jian. Kang,et al.  Strategic analysis of large local construction companies in China. , 2006 .

[17]  M. Hitt,et al.  Corporate distinctive competence, strategy, industry and performance , 1985 .

[18]  S. Oster,et al.  Modern Competitive Analysis , 1989 .

[19]  Henk W. Volberda,et al.  Schools of thought in strategic management: Fragmentation, Integration or synthesis , 2001 .

[20]  Henry Mintzberg,et al.  Strategy safari : a guided tour through the wilds of strategic management , 1998 .

[21]  C. C. Snow,et al.  Strategy, Distinctive Competence, and Organizational Performance. , 1980 .

[22]  M. Porter.  Competitive Advantage: Creating and Sustaining Superior Performance , 1985 .

[23]  M. Porter.  What is strategy , 2000 .

[24]  Margaret A. Peteraf.  The cornerstones of competitive advantage: A resource‐based view , 1993 .

[25]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[26]  Jean Jinghan Chen,et al.  The characteristics and current status of China's construction industry , 1998 .

[27]  G. Hendrikse.  Fundamental Issues in Strategy , 1995 .