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Albert, A and Hallowel, M (2013) Revamping occupational safety and health training: Integrating andragogical principles for the adult learner. Construction Economics and Building, 13(03), 128-140.
Alkilani, S, Jupp, J and Sawhney, A (2013) Issues of construction health and safety in developing countries: a case of Jordan. Construction Economics and Building, 13(03), 141-156.
Alqahtani, A and Whyte, A (2013) Artificial neural networks incorporating cost significant Items towards enhancing estimation for (life-cycle) costing of construction projects. Construction Economics and Building, 13(03), 51-64.
Barnes, L and Croker, N (2013) The relevance of the ISO26000 social responsibility issues to the Hong Kong construction industry. Construction Economics and Building, 13(03), 37-50.
Brewer, G, Gajendran, T and Runeson, G (2013) ICT and innovation: a case of integration in a regional construction firm. Construction Economics and Building, 13(03), 24-36.
Chiu, W Y and Ng, F F (2013) Improvement of job satisfaction and organisational commitment through work group identification: an examination of the quantity surveyors in Hong Kong. Construction Economics and Building, 13(03), 80-95.
Ho, P (2013) Forecasting the manpower demand for quantity surveyors in Hong Kong. Construction Economics and Building, 13(03), 1-12.
Hubbard, B, Huang, Q, Caskey, P and Wang, Y (2013) Safety awareness educational topics for the construction of power transmission systems with smart grid technologies. Construction Economics and Building, 13(03), 114-127.
Jiang, Hjin, X-H and Liu, C (2013) The effects of the late 2000s global financial crisis on Australia’s construction demand. Construction Economics and Building, 13(03), 65-79.
Pekuri, A, Pekuri, L and Haapasalo H (2013) The role of business models in Finnish construction companies. Construction Economics and Building, 13(03), 13-23.
- Type: Journal Article
- Keywords: Business models; value creation; business development; competitive advantage; strategy
- ISBN/ISSN: 1837-9133
- URL: https://doi.org/10.5130/AJCEB.v13i3.3402
- Abstract:
Business models are seen as an essential part of successful businesses as they define the way companies create value for their customers and subsequently make profit from their operations. A good business model has a potential to separate a company from its competitors by creating a competitive advantage. The purpose of this research is to explore how managers understand and deploy the business model concept in construction. For this, eight experienced managers have been interviewed and their answers have been analysed using the theoretical aspects of business models as a reference. In the interviews, managers deployed business model concept very differently than what is accustomed in practice and in academia; they relate these models to different project delivery and contract structures or to companies’ business segments rather than to analysing how their companies provide value for customers in the selected markets. The results of the interviews indicate that the managers in construction do neither understand the concept properly nor exploit any similar value creation analysis in their business. The interviewees had significant problems describing their companies’ business models and value creation logic, pointing out the lack of analysis and understanding of customer values and needs in the project delivery process. This may be one of the overtones of the persistent client dissatisfaction in the construction industry.
Ssegawa, J (2013) Developing a strategic perspective for construction industry of Botswana. Construction Economics and Building, 13(03), 157-172.
Sunindijo and Zou, P (2013) The roles of emotional intelligence, interpersonal skill, and transformational leadership on improving construction safety performance. Construction Economics and Building, 13(03), 97-113.