Environment, competitive strategy, and organizational characteristics: A path analytic model of construction organizations’ performance in South Africa

Oyewobi, Luqman Oyekunle; Windapo, Abimbola; Rotimi, James Olabode Bamidele

doi:10.1002/cjas.1384

Cited by 17 publications

(16 citation statements)

References 83 publications

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“…Environmental complexity was found to have negative but insignificant associated with organisational performance. It contradicts the findings of an earlier study by Oyewobi et al [75] and McArthur and Nystrom [76], who found a significant relationships between subjective and objective performance measures with the above-mentioned variables.…”

Section: Discussioncontrasting

confidence: 90%

Business Environment, CRM, and Sustainable Performance of Construction Industry in New Zealand: A Linear Regression Model

et al. 2021

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Increasing fragmentation of the construction industry makes it riskier and more competitive. Construction management researchers have become intrigued by the factors influencing performance differentials due to such fierce competition. This study examines the relationships between the business environment and customer relationship management and their effect on construction organisations sustainable performance. It develops a model to explain performance differential between construction organisations in New Zealand by using the linear regression technique. A questionnaire was administered to professionals within construction organisations. A total of 101 usable responses were analyzed for descriptive statistics and correlations. Following the balanced scorecard performance metric, the organisations’ sustainable performance was measured using customers, financials, internal processes, and growth and learning metrics. Results indicated that environmental dynamism had a significant regression with internal business processes and perspectives on learning and growth, with 0.259 and 0.607, respectively. CRM was significantly associated with financial (0.327), customer (0.373), and internal business process (0.451) perspectives. This study provides an integrative framework to construction enterprises, and determinants of organisational sustainable performance, which are substantial developments in the current literature on CRM practices. Given the significance of the construction sector to the global economy, ecology, and social well-being, its sustainable performance can lead to a sustainable future for communities

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Section: Discussioncontrasting

confidence: 90%

Business Environment, CRM, and Sustainable Performance of Construction Industry in New Zealand: A Linear Regression Model

et al. 2021

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“…The construction industry is one of the most dynamic and complex industrial environments (Oyewobi et al , 2017). As in all other industries, construction organisations operate in business environments where careful attention is required by managers to identify those environmental forces that should form the basis of their strategies (Sener, 2012; Oyewobi et al , 2016). In a related development, Oyewobi (2014) posited that business organisations do not exist in a vacuum; instead, they interact with the environment, and it is the environment that gives organisations their means of survival.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of the South African construction industry business environment

Oyewobi

Windapo

Rotimi

et al. 2020

JFM

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Purpose The study aims to identify and examine the construction organisational environments and its dimensions that have an impact on the performance of contracting companies in South Africa. Design/methodology/approach The study reports the result of quantitative research that obtained data from 72 construction organisations registered with the South African construction industry development board via a questionnaire survey. Descriptive statistics, non-parametric and exploratory principal component analysis were used to summarise forms of correlations among observed variables and to reduce a large number of observed variables to a smaller number of factors that provide an operational definition for the underlying dimension. Findings This study identified six exogenous and three endogenous environmental factors that have a varying degree of impact on construction organisation performance. Four dimensions of the environment were also examined, and environmental complexity has the highest variance explained which implies that the complexity of the construction business environment significantly influences the performance of construction firms. Research limitations/implications This paper studies the environment of the South African construction industry using cross-sectional data in exploratory research. A confirmatory study should be conducted using a longitudinal panel design with a larger sample in similar future research. Practical implications The study offers practical implications to construction organisation owners operating in the South African construction industry to understand the need to acquire market and environmental data and process them in a way that will reduce its uncertainty when making strategic decisions. Originality/value This study contributes to the current discourse on organisations’ business environments to better understand their influences on organisational performance.

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“…Convergent validity, on the other hand, was evaluated using two criteria. Firstly, the loadings of the manifest indicators on their respective constructs were expected to exceed the value of 0.5 and significant at 0.01 (Oyewobi, Windapo & Rotimi, 2016). Secondly, the model fit indices were expected to conform to the generally accepted standards.…”

Section: Evaluation Of the Measurement Modelmentioning

confidence: 98%

The fish rots from the head down: a test of the trickle-down model of abusive supervision

Osei

Asiedu-Appiah

Amoah³

2020

OMJ

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Purpose A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This study aims to understand negative behaviours in the organization as a system of interrelated interaction initiated from the top which trickles down to employees. Design/methodology/approach Drawing on the theories of social exchange and norms of reciprocity, social learning and displaced aggression, this study models how and when abusive supervision relates to employees’ task performance. The model is empirically tested and extended to cover mediation and moderation processes. Drawing data from 218 bank supervisors and employees, this study uses the structural equation modelling to analyse a trickle-down model of abusive supervision. Findings Results from multi-waved, multi-sourced data indicated a mediating effect on the abusive supervision–performance relationships and provided support for employees’ guilt proneness and emotional dissonance as moderators. Overall, the results provided support for a moderated mediation relationship in the trickle-down model. Originality/value This study provides new knowledge into the potential boundary conditions of employees’ guilt proneness and emotional dissonance in affecting the relationship between abusive supervision, counterproductive work behaviour and task performance.

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Environment, competitive strategy, and organizational characteristics: A path analytic model of construction organizations’ performance in South Africa

Cited by 17 publications

References 83 publications

Business Environment, CRM, and Sustainable Performance of Construction Industry in New Zealand: A Linear Regression Model

Business Environment, CRM, and Sustainable Performance of Construction Industry in New Zealand: A Linear Regression Model

Analysis of the South African construction industry business environment

The fish rots from the head down: a test of the trickle-down model of abusive supervision

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