Core capability and competitive strategy for construction SMEs in China
Abstract
Purpose
The purpose of this paper is to examine the relationship between a number of variables pertaining to core capability, competitive strategy and performance of construction small to medium size enterprises (SMEs) in China.
Design/methodology/approach
The paper consists of a quantitative survey. It involves mainly the development of instrument and testing of the hypotheses.
Findings
Core capability and competitive strategy are found to influence construction SMEs' performance. Moreover, there are positive relationships between core capability and competitive strategy. This suggests a need to align core capability and competitive strategy as a precondition for superior performance.
Research limitations/implications
The paper has limitations as a result of data collection. A somewhat larger sample would obviously permit firmer conclusions to be drawn from the results of the statistical analysis.
Originality/value
This paper will contribute to the literature on SMEs, strategic management and resource‐based theory. This integration of scope is particularly new to the context of the Chinese construction industry. Similarly, this research will have implications for practice. The research findings help SMEs' managers to understand the impact of the unique resources of their enterprises and competitive strategy.
Keywords
Citation
Chew, D.A.S., Yan, S. and Cheah, C.Y.J. (2008), "Core capability and competitive strategy for construction SMEs in China", Chinese Management Studies, Vol. 2 No. 3, pp. 203-214. https://doi.org/10.1108/17506140810895898
Publisher
:Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited