Managerial representations of achieving a competitive advantage in architectural practices: a UK perspective

Abstract

PurposeThis study aims to uncover managerial representations of achieving competitive advantage in architectural practices operating within the United Kingdom (UK).Design/methodology/approachA sequential qualitative methodology is applied, underpinned by nine managerial interviews in five architectural practices, which are analysed using computer-assisted qualitative data analysis software.FindingsIn all, 108 representations are identified, with highly rated concepts including reputation, client satisfaction, fees and staff resources discussed in detail. The need for architectural practices to develop a competitive advantage within their sector is increasingly apparent, particularly during times of market turbulence. A total of 20 themes identified are clustered into four main groups focused on People (including Calibre of Staff, Attract Graduates; Qualified Staff); Product (including Emphasis on design, Specialisation, Competitive Fees): Process (including Low Overheads, Office Efficiency) and Potential (Reputation, Ability to Undertake Large Projects, Repeat clients, Ability to expand, Parent Company, Market Understanding and New Offices).Originality/valueDespite numerous studies conducted on this subject, there has been no research to date documenting managerial representation on achieving competitive advantage in the context of architectural practices in the UK. This paper closes this gap in knowledge by contributing to underlying research on competitive advantage, focusing on the managerial representations within UK architectural practices.

Corporate social responsibility performance and its effects on climate for innovation and opportunism: evidence from Vietnamese architectural design firms

“…Several types of organizations operate in the construction industry, such as government agencies, owners, contractors, supervisors, suppliers, and ADFs (Othman and Hafez, 2019;Somachandra et al, 2022). While an architectural company offers services relating to the building's design, the owners separately employ a contractor to execute and a supervisor to supervise the actual construction work (Ahmed et al, 2021;Bruen et al, 2022). ADFs are professional organizations specializing in delivering architectural services to their customers (Salvatierra et al, 2019).…”

“…The development of the construction industry leads to the massive demand for professional ADFs, thus resulting in fierce competition between these firms to obtain new projects (Othman and Hafez, 2019). This competition gives clients the chance to select the most appropriate partner based on its capabilities, experience, and resources (Bruen et al, 2022). ADFs that fail to meet the client's requirements and promote their services will face the risk of decreasing their competitiveness and losing customers (Bruen et al, 2022).…”

“…This competition gives clients the chance to select the most appropriate partner based on its capabilities, experience, and resources (Bruen et al, 2022). ADFs that fail to meet the client's requirements and promote their services will face the risk of decreasing their competitiveness and losing customers (Bruen et al, 2022). The construction industry is often considered irresponsible due to the undeniable effects of social and environmental, such as landfill waste, water pollution and greenhouse gas emissions.…”

“…, 2022). ADFs that fail to meet the client's requirements and promote their services will face the risk of decreasing their competitiveness and losing customers (Bruen et al. , 2022).…”

“…Since ADFs deliver different services compared to contractors (Oyedele and Tham, 2007), CSR in ADFs should have different characteristics from what is implemented in contractors. Therefore, it is essential to conduct research emphasizing the specific context of ADFs (Bruen et al. , 2022).…”