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MacPherson, S J, Kelly, J E and Webb, R S (1993) How designs develop: insights from case studies in building engineering services. Construction Management and Economics, 11(06), 475-85.

Miskawi, Z (1993) A numerical analysis method for computing schedule and resource forecasting for industrial projects. Construction Management and Economics, 11(06), 411-20.

Namo, F and Fellows, R F (1993) The role of advertising in marketing civil/structural engineering consultancy firms. Construction Management and Economics, 11(06), 431-41.

O'Brien, M J and Al-Soufi, A (1993) Electronic data interchange and the structure of the UK construction industry. Construction Management and Economics, 11(06), 443-53.

Rowlinson, S M, Ho, T K K and Po-Hung, Y (1993) Leadership style of construction managers in Hong Kong. Construction Management and Economics, 11(06), 455-65.

Shash, A A and Abdul-Hadi, N H (1993) The effect of contractor size on mark-up size decision in Saudi Arabia. Construction Management and Economics, 11(06), 421-9.

Winch, G and Schneider, E (1993) The strategic management of architectural practice. Construction Management and Economics, 11(06), 467-73.

  • Type: Journal Article
  • Keywords: architectural quality; distinctive competence; knowledge-based organization; practice management; strategic management
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446199300000052
  • Abstract:

    The paper develops a model for the strategic management of architectural practice with the aim of better understanding how practices compete with each other for work around a tripartite definition of quality. It assesses the ways in which architectural practices are distinctive as knowledge based organizations, before assessing some of the characteristics of their industrial context. Drawing on the work of Maister and Porter, it then develops a model of generic strategies for architectural practice which, it is suggested, can form the basis for further research and consultancy. Finally, some comments are made suggesting why architectural practices are reluctant to think in strategic terms.