Strategizing and Project Management in Construction Projects: An Exploratory Literature Review

Abstract

Purpose The study aims to investigate the concept of strategy-as-practice in construction management literature has been investigated. The focus is on the link between strategizing practices and project management. Design/Methodology/Approach An exploratory literature review is carried out based on fifteen journal articles on strategizing practices in the construction industry. Findings The analysis shows how strategy-as-practice questions and contradicts project management practices as depicted in the dominant deterministic perspective. Strategy-as-practice has a focus on reacting and adapting to a chaotic and changing environment, while project management is concerned with creating and maintaining a stable working environment. The findings point to the necessity of considering the organizational and institutional context of project management practices, and hence the values the strategy-as-practice lens, when considering new avenues for improving the industry. Research Limitations/Implications As the study is based on an exploratory literature review of only 15 articles, generalizations should be made with caution. The identified literature is restricted by search words and choice of database. Practical Implications The differences between strategizing and project management practices are very clear, and a focus on both may offer insights into how the construction industry could improve its productivity by developing more robust management practices. Originality/Value The paper illustrates the benefit of applying a strategizing perspective, which hitherto has been under-investigated in construction management research.