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Ammar, M A and Mohieldin, Y A (2002) Resource constrained project scheduling using simulation. Construction Management and Economics, 20(04), 323-30.

Arditi, D, Sikangwan, P and Tokdemir, O B (2002) Scheduling system for high rise building construction. Construction Management and Economics, 20(04), 353-64.

Awakul, P and Ogunlana, S O (2002) The effect of attitudinal differences on interface conflicts in large scale construction projects: a case study. Construction Management and Economics, 20(04), 365-77.

Ford, D N, Lander, D M and Voyer, J J (2002) A real options approach to valuing strategic flexibility in uncertain construction projects. Construction Management and Economics, 20(04), 343-51.

Koraltan, S B and Dikbas, A (2002) An assessment of the applicability of partnering in the Turkish construction sector. Construction Management and Economics, 20(04), 315-21.

Shohet, I M, Puterman, M and Gilboa, E (2002) Deterioration patterns of building cladding components for maintenance management. Construction Management and Economics, 20(04), 305-14.

Tay, L and Morgan, N A (2002) Antecedents and consequences of market orientation in chartered surveying firms. Construction Management and Economics, 20(04), 331-41.

  • Type: Journal Article
  • Keywords: market research; management; organization structure; business performance; surveying
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190210123826
  • Abstract:

    This study tests marketing theory concerning market orientation in the context of the chartered surveying industry. Using data collected in a mail survey from 179 UK general practice chartered surveying firms, it is found that firms with more risk tolerant senior managers and more formalized and specialized marketing organization structures have higher levels of market orientation. The data indicate also that market orientation positively impacts firms’ business and marketing performance, and that this relationship is robust across different environments.