<p>Background:</p><p>After immense criticism, the Swedish government requested an investigation concerning</p><p>the construction industry. The report concludes that the inactive competition within the</p><p>construction industry entail that the industry continuously delivers the same products, in</p><p>the same way. Gabrielsson & Lutz (2002), states that the market condition and the long</p><p>history of static competition within the construction industry has led to low productivity,</p><p>high consumption of resources, large influences on the environment, higher costs and a</p><p>lack of qualified labour. The construction industry is now dealing with an increasing competition</p><p>and evidently decreasing subsidies from the government, that will continue to influence</p><p>the construction industry, and the companies, which therefore must work hard to</p><p>sustain and increase their competitive advantages.</p><p>Purpose:</p><p>Describe how a construction firm could integrate the strategy with the operative work on</p><p>the project level in order to sustain and develop their competitive advantages in a growing</p><p>competitive environment, by implementing a balanced scorecard (BSC).</p><p>Method:</p><p>Since the problem and the subject are complex and vast, the authors started the research by</p><p>study a wide range of literature, articles and journals. Three interviews were made with a</p><p>project leader working at the site, operative level, and two managers working on the strategic</p><p>level, in the line organization above the project leader. With this selection the authors</p><p>aimed to see whether the three experienced the organization and strategies the same way.</p><p>Conclusions:</p><p>The authors have concluded that NCC needs to go from being a very decentralized organization</p><p>to be more of a centralized one. The centralization concerns purchase, coordination,</p><p>industrialization, and project selection. The strategy has to involve all of these factors. NCC</p><p>needs to coordinate the retention of knowledge and newly found solutions. They also need</p><p>to have continuing processes of development and improvement concerning this retention,</p><p>which in favourability should be located on a national level. This could raise NCC’s</p><p>chances to achieve increased efficiency, decreased costs, better quality and environment.</p><p>The authors further believe that NCC needs to strengthen their focus on industrialization</p><p>on a national level, while letting the project organizations act as its own company. Every</p><p>project is unique and therefore NCC needs to learn from all projects in ability to see the</p><p>possibilities and enlighten the problems in all types of projects. If not, the large-scale production</p><p>benefits could be missed out.</p>
| Identifer | oai:union.ndltd.org:UPSALLA/oai:DiVA.org:hj-1020 |
| Date | January 2007 |
| Creators | Karlsson, Gabriel, Nilsson, Pontus |
| Publisher | Jönköping University, JIBS, Accounting and Finance, Jönköping University, JIBS, Accounting and Finance |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, text |
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