Abstract
Re-engineering the construction business process has been regarded as an acceptable management technique for reducing the overwhelmed construction challenges that have ascribed prolonged unsustainable competitiveness for most small and medium local construction firms in less developed countries. This study adopted the business re-engineering philosophy to identify and recommend the Strategic Business Process Model for the sustainable competitiveness of local firms in the domestic competitive environment. The questionnaire and in-depth interview survey were opted to collect the data from 227 respondents sampled through purposive sampling. SPSS 24-AMOS was used to analyze the data and create a structural equation model for sustainable competitiveness. The findings have revealed eleven (11) construction core and three (3) organizational process-related strategies, which suggest that the integration of design <i>(β1=0.228, p=0.000)</i>, procurement <i>(β2=0.091, p=0.003)</i>, construction management <i>(β3=0.264, p=0002)</i> and organizational <i>(β4=0.068, 00; p=0.004)</i> strategic processes have proved a positive significant in attaining sustainable competitiveness of local firms. The study serves as a valuable empirical mark that provides insight and initial evidence for researchers, policy makers, and stakeholders in understanding potential construction core and organizational process strategies adopted by local firms to attain a competitive advantage.
Highlights
The least developed countries (LDC) have envisaged Construction Industry (CI) as the most critical sector for their national economic development [1] as it represents a significant proportion of most countries’ Gross Domestic Product (GDP)
The demographic characteristics of the respondents acknowledged the involvement of enough experts from Small and Medium Local Contractors (SMLC) who provided beneficial answers and constructive opinions as potential data for the study
The findings suggest that when strategic organizational processes are intermingled with core construction processes, it produces positively and a significant effect in achieving sustainable competitiveness, as explained below: a) Engineering Design (ED) Processes In any construction project, engineering design and construction production processes are separated and executed by separate and independent team parties, namely contractor and consultant, as designers working with different interests
Summary
The least developed countries (LDC) have envisaged Construction Industry (CI) as the most critical sector for their national economic development [1] as it represents a significant proportion of most countries’ Gross Domestic Product (GDP). It provides essential infrastructures, including roads, airports, railways, buildings, schools, and hospitals, to mention a few. The constructed infrastructure performed by potential Small and Medium Local Contractors (SMLC) operating within several construction commercial business environments always enhances productivity performance and stimulates the development of other sectors for national economic growth [2]. Globalization has accelerated the competitive environment, i.e., struggle for construction market share and working opportunity among LDC and developed countries. To convert and intervene the internal and external environmental competitive effect, SMLC has opted to find and employ a dynamic and alternative strategic process and decision during business execution to attain sustainable competitiveness that will hold to maximize the profit and growth [3]
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