Managers and Craftsmen Perceptions of Operational Strategies Based on Lean Philosophy: The Case of a Large Swedish Construction Company

Jonathan Dahl (), David Nordgren () and Per-Erik Josephson ()
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Jonathan Dahl: Sven Hultins gata 8
David Nordgren: Sven Hultins gata 8
Per-Erik Josephson: Sven Hultins gata 8

Chapter Chapter 77 in Proceedings of the 19th International Symposium on Advancement of Construction Management and Real Estate, 2015, pp 935-947 from Springer

Abstract: Abstract Organisations implement operational strategies in order to develop and stay competitive in a changing business environment. However, the strategy needs to be anchored and understood by the employees in order to become successful on a long-term basis. This paper is based on a case study of a large construction company specialised in new construction of multi-dwelling buildings. Five years ago, the company initiated Structured Production, which is an operational strategy based on lean philosophy. The aim of the paper is to identify how middle managers, lower managers and craftsmen perceive how operational strategies is implemented in the company. First, the strategy and the rational behind the decision to implement the strategy is presented. This section is based on document analysis as well as on interviews with upper managers in the company. Then, middle managers, lower managers and craftsmen perceptions of the strategy is presented. This section is based on a questionnaire study made 2014. The study shows that the strategy is perceived to focus on structuring and standardising products and processes, while less focus is on the organisation and its members.

Keywords: Construction companies; Operational strategies; Strategy implementation; Lean construction (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-662-46994-1_77

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DOI: 10.1007/978-3-662-46994-1_77

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