Rak-63.3320 Strategies in International Construction Business Introduction to four business management schools - A 22.1.2016 Rak-63.3320 Strategies in International Construction Business Assistant Professor Antti Peltokorpi antti.peltokorpi@aalto.fi Course schedule Room: R4 Time Topic Material Fri 8.1 8-12 • Introduction to the course • Introduction to strategic and business management • Introduction to global capital investment markets Slides Fri 22.1 8-12 Fri 29.1 8-12 Fri 19.2 8-12 • Kick-off of student-specific pre-examination processes with the instructions and a form • Guidelines for team-specific or student-specific applied ICB management concept design tasks • Introduction to four business management schools 1. Porterian school 2. Resource-based school 3. Competence-based school 4. Knowledge-based school • Introduction to four business management schools 5. Organization-based school 6. Process-based school 7. Dynamism-based school 8. Evolutionary school • Teams present their ICB management concept desings (15 min per team) Slides + articles Slides + articles Previous lecture Central concepts • Management: Things & people • Areas of management: corporate, business, operations • Strategic management • Strategic choices that have critical influence on the success or failure of the enterprise and that must be integrated Fundamental questions in strategic management Introduction to global capital investment markets • Scope, market fluctuation, different businesses and company types, procurement methods, outlooks of global markets Rumelt’s lecture - reflection Classification of schools of thought on generic business management School of Thought Assumptions on business success Prescriptions 1. Porterian school Superior firm performance can be explained by a chain of causality Choose industry, Create position, Run a race, Make tradeoffs, Deploy internet 2. Resource based school Above-normal profits can be sustained based on resources Discover and exploit valuable, rare, costly to copy resources 3. Competencebased school High goals-attainment is possible in competence-based competition Build, leverage and maintain competences, Close gaps, Build flexibility 4. Knowledgebased school Above-average profitability can be ensured by new knowledge Balance advancement and survival strategies, Use enablers 5. Organizationbased school Effectiveness can be achieved by new (extended, networked, N-) forms Create, experiment, multiply, and recombine in the N-form heterarchy 6. Process-based school High performance can be achieved by managing a process Change choice cascade by aspirations, insight, incentives 7. Dynamismbased school High performance can be achieved in a chaotic business Innovate new business concepts and put them into practice 8. Evolutionary school Desired destiny can be shaped by strategy and internal selection Gain the edges, Time pace, Shape semicoherent direction Agenda Introduce to strategic management thinking and concepts and to their application in construction business Introduction to four business management schools 1. Porterian school 2. Resource-based school 3. Competence-based school 4. Knowledge-based school Porterian school Comment of one prior student “Understanding industry structure (through Porter’s 5 forces framework) is equally important for investors as for managers. The five competitive forces reveal whether an industry is truly attractive, and they help investors anticipate positive or negative shifts in industry structure before they are obvious. The five forces distinguish short-term blips from structural changes and allow investors to take advantage of undue pessimism or optimism. Those companies whose strategies have industry-transforming potential become far clearer. This deeper thinking about competition is a more powerful way to achieve genuine investment success than the financial projections and trend extrapolation that dominate today…” Determinants of firms success prior Porter’s studies 1. An internally consistent set of goals and functional policies that collectively define the position in market marketing R&D finance production procurement Determinants of firms success prior Porter’s studies 2. Internal goals and policies align the firm’s strengths and weaknesses with the external opportunities and threats Opportunities Threats Determinants of firms success prior Porter’s studies 3. Creation and exploitation of distinctive competences, the unique strengths that make possible competitive success Causes of superior firm performance • Dynamic theory of strategy • • • A chain of causality Cross-sectional problem Longitudinal problem • ”The firm success is manifested in attaining a competitive position or series of competitive positions that lead to superior or sustainable financial performance” • Competitive position is measured relative to the world’s best rivals The determinants of success: A chain of causality Cross-Sectional Firm success Attractive industry structure (5 forces) Attractive relative position Sustainable competitive advantage Activities / Value systems Drivers Structural determinants of differences in the cost or buyer value of activities or groups of activities Longitudinal Managerial choices Porter 1994 Initial conditions Five forces to diagnose industry structure Threat of new entrants Bargaining power of suppliers Rivalry among existing competitors Threat of substitute products or services Bargaining power of buyers Steps and pitfalls of industry analysis Typical steps: Define the relevant industry: • What products are in it? Which ones are part of another distinct industry? • What is the geographic scope of competition? Identify the participants and segment them into groups, if appropriate: Who are • the buyers and buyer groups? • the suppliers and supplier groups? • the competitors? • the substitutes? • the potential entrants? Assess the underlying drivers of each competitive force to determine which forces are strong and which are weak and why Determine overall industry structure, and test the analysis for consistency: • Why is the level of profitability what it is? • Which are the controlling forces for profitability? • Is the industry analysis consistent with actual long-run profitability? • Are more-profitable players better positioned in relation to the five forces? Analyze recent and likely future changes in each force, both positive and negative. Identify aspects of industry structure that might be influenced by competitors, by new entrants, or by your company. Common pitfalls: In conducting the analysis avoid the following common mistakes: • Defining the industry too broadly or too narrowly. • Making lists instead of engaging in rigorous analysis. • Paying equal attention to all of the forces rather than digging deeply into the most important ones. • Confusing effect (price sensitivity) with cause (buyer economics). • Using static analysis that ignores industry trends. • Confusing cyclical or transient changes with true structural changes. • Using the framework to declare an industry attractive or unattractive rather than using it to guide strategic choices. Porter 2008 Four strategies for architectural practices (Winch and Schneider 1993) How the Internet influences industry structure? Competitive advantage • Two basic types 1. 2. • Lower costs than rivals Ability to differentiate and command a premium price that exceeds the extra costs of doing so Competitive advantage is related to competitive scope: • • • • Array of product and buyer segments Geographic locations Degree of vertical integration Extent of related businesses with coordinated strategy • Choice of scope central in strategy • Many best positions in industry • • Firm’s starting position, Differentiation vs. imitation Variety-based positioning, Needs-based positioning, Access-based positioning Competitive advantage as a result of activities in value systems • Firm’s strategy is manifested in a way it configures and links the activities in its value chain relative to competitors • Performing activities create cumulative assets in the form of skills, organizational routines, and knowledge (internal), and brand image, relationships, and networks (external) Drivers of competitive advantage in an activity • Why are some firms able to perform particular activities at lower cost or with more valuable results than others? • The most important drivers of competitive advantage in an activity: • • • • • • • Scale Cumulative learning it involves Linkages with other activities Ability to be shared with other business units Location Timing of investment choices How and why brand reputation is an advantage? Succesfull strategy = initial conditions + managerial choice • The combination of initial conditions and managerial choices • • Initial conditions as outcome of previous managerial choices • • The balance varies by company or industry Some have hard-to-reverse commitments (path dependency) ”If managers can understand their competitive environment and the sources of competitive advantages, they will be better able to search creatively for favourable positions that are different from competitors’, assemble the needed skills and assets, configure the value chain appropriately, and put in place supportive organizational routines and a culture that reinforces the required internal behaviour” Imagination to define a new position or to find new value! Resource-based school Resource-based view (RBV) of the firm • A model of firm performance that focuses on the resources and capabilities controlled by a firm as sources of competitive advantage • Resources as tangible and intangible assests • • • e.g. firm’s factories, products, reputation among customers, teamwork among managers Financial, physical, human and organizational resources (e.g. culture, reporting structure, informal relations among groups) Capabilities as a subset of resources that enable a firm to take full advantage of other resources it controls • e.g. marketing skills, teamwork and cooperation among managers Fundamental assumptions of RBV 1. Resource heterogeneity: Different firms may possess different bundles of resources and capabilities even if they competing in the same industry 2. Resource immobility: Some of the resource and capability differences between firms are long lasting as it may be very costly for firms to develop or acquire them • • • D. Ricardo (1817): fertile farm land as productive input with inelastic in supply Toyota in manufacturing, Apple in product design, Harley Davidson in brand… Sustained competitive advantage explained by these two assumptions VRIO framework to analyse competitive potential of resources and capabilities • Value: Does a resource enable firm to exploit an external opportunity and/or neutralize external threat? • Rarity: Is a resource currently controlled by only a small number of competing firms? • Imitability: Do firms without a resource face a cost disadvantage or in obtaining or developing it? • Organization: Are a firm’s other policies and procedures organized to support the exploitation of its valuable, rare and costly-to-imitate resources? Application of RBV in construction The building system as strategic asset • Growing focus on industrialization • The choice of a building system (technical and process platform) defines what resources and technology are needed, and also the organisation within the company, its market position, and possible growth • The building system as a strategic asset (valuable, rare, non-imitable) for the specialised contractor, while the asset for the general contractor lies more in the organisational power of the company than in the technical solutions • • The specialised contractor should strive to clarify and strengthen their total offer to the client The more general contractor should continue to exploit its human resources, moving towards a more unique offer to their client Limitations of RBV • Assume relatively fixed rules of the game in an industry • Managers have limited ability to create sustained competitive advantages • How to analyze return potential for one resource at a time? • Resource-based logic cannot be be used to create sustained competitive advantages when the potential for these advantages does not already exist Competencebased school The stimulus for competence perspective on strategy • Strategic management theory and practice must become more dynamic, systemic, cognitive, and holistic • • • • DYNAMIC: How to create competitive advantages under conditions of competitive disequilibrium and continual organizational change? SYSTEMIC: Strategic managers as system designers; design and implementation of a successful strategic logic for their organization as an open system for value creation and distribution COGNITIVE: How to involve and fully use the collective intelligence of all participants in organization’s value creation processes? HOLISTIC: Strategic management must understand how to create value to all relevant stakeholders, not only through success in product markets Competence perspective on strategy • Managing strategically to build, maintain, and leverage organizational competence • Organizational competence is the ability of an organization to sustain coordinated deployments of resources in ways that help the organization to achieve its goals Process of simultaneous competence building, maintaining, and leveraging Competence theory versus Finance theory Successfull economic organizing as a ”Virtuous Circle” of value creation and distribution Example of value creation logics in construction business model Free working capital Investment opportunities Revenue clients Construction Project Development Internal contracts EBIT ROCE Return on equity Dividend of profit Essential elements in the competencebased approach 1. Perceiving opportunities for value creation 2. Developing sustainable processes for value creation 3. Aligning value-creation processes with competitive environment 4. Strategic managers as designers of organizations as systems for value creation 5. Competition as a contest between managers’ cognitive processes 6. Strategy as ”stretch and leverage” Competence groups – comparing competitors Five modes of competence Three alternative roles of system supplier Helander and Möller 2007 Knowledge-based school Introduction to knowledge based business school • Interest in the role of knowledge in organizations • Outcome is a knowledge-based view (KBV) that considers the firm as • A set of knowledge assets and the role of the firm in creating and deploying these assets to create value • Value of people, machines, and business systems lies in the fact that they embody knowledge • Many types of knowledge are scarce, much of it is tacit (Polanyi 1966) and, thus, difficult to transfer, and complex forms of knowledge are very difficult to replicate Introduction to knowledge based business school • Three research programs: 1. Organizational learning (OL) or learning organization (LO) (e.g Senge 1990) 2. Creation of organizational knowledge (Nonaka and Takeuchi 1995) 3. Social communities (Kogut and Zander 1992) • Learning as a competence and knowledge as a resource • Key factors both for economic competitiveness and access to participating in many dimensions of social, cultural, and political life Organizational learning and knowledge management Organizational knowledge • Knowledge is understood as “some variant on a belief that A causes B” implies actually knowing how to do things or to cause things to happen • Knowledge ultimately resides in the minds of individuals organizational knowledge exists when individuals in a firm share sets of beliefs about causal relationships that enable them to work together in doing something • Two new convictions: 1. Managing organizational knowledge effectively is essential to achieving competitive success, and 2. Managing knowledge is a central concern – and must become a basic skill – of the manager. Nonaka’s two types of knowledge • Tacit knowledge (subjective) • Knowledge of experience (body) • Simultaneous knowledge (here and now) • Analog knowledge (practice) • Explicit knowledge (objective) • Knowledge of rationality (mind) • Sequential knowledge (there and then) • Digital knowledge (theory) The knowledge creating company: A social process between individuals Faceto-face On site Peer-topeer Collaborating (Nonaka et al. 1995) A benefit-oriented knowledge management model in construction • Construction companies have difficulties implementing knowledge management concepts • • • Knowledge only reveals its purpose or benefit, when applied to actions or decisions. • • • Unable to identify any real visible benefit The primary objectives are to successfully acquire contracts in their targeted area of business, to realize customer satisfaction and to successfully complete the projects from the company`s point of view A benefit oriented solution to knowledge management in construction companies. Valuable knowledge for construction companies is the knowledge needed for a best possible realization and activation of the individual project success factors, respectively the corresponding actions Knowledge clusters at project level to combine information, documentation, individual knowledge and collective knowledge to define actions for project success Borner 2004 Role of strategy in contracting business • Which one is more crucial for companies in Big/Mega -project business: • Corporate strategy? • Project strategy? • e.g Areva in Olkiluoto Nuclear Power Plant Critique on knowledge based school • No agreement among managers or management academics as to what exactly they mean by terms like organizational knowledge • • No generally accepted methodology for managers to use in managing knowledge and organizational learning KBV is not as yet a unique theory about how managers create advantages • • It is not as yet a new theory of strategy It is unclear to what extent knowledge management is a set of management theories and tools with real value • • The danger of organizational learning is that it can undermine the efficiencies of specialization (of individuals in particular types of knowledge) Challenges and opportunities lie in managing tacit knowledge