A framework for strategic thinking in the global market for large-scale Japanese constructions firms

Abstract

The intent of this thesis is to propose a framework for strategic thinking in the global market for large-scale Japanese construction firms. That framework would enable firms to perform strategic thinking in a changing environment, capturing dynamic aspects of the industry and lead them to succeeding processes toward their choice of strategic position. The thesis first reviews literature on strategic thinking and finds three distinct powerful strategic analysis models, which together cover virtually all of the major important theories in strategic management. These three models are the Porter Model, the Resource-Based View of the Firm, and the Delta Model. The thesis then reviews the three models, examining their applicability to the industry, and analyzes their strengths and weaknesses. Based on this analysis, the thesis integrates them and proposes the new framework, which consists of two contiguous approaches, the iterative and the circular dynamic. Finally, the thesis applies the framework to a Japanese construction firm through some case studies, which allows this thesis to depict practical usage of the proposed framework as well as prove its applicability to the global construction market. This application further develops and complements the framework.