Understanding the key factors of operating environment for small and medium contractors in the developing economies: the case of Ethiopia

Abstract

Purpose Small and medium contractors (SMCs) play a significant role in socioeconomic development. Their strong links with other sectors of the economy have a multiplier effect on any country’s growth. However, the construction business, especially for SMCs, is not an easy business as several roadblocks affect their sustenance. This study aims to examine the factors affecting the sustainable competency of SMCs emerging from the business environment in which the Ethiopian construction industry (CI) operates. Design/methodology/approach A literature review was conducted to identify 39 factors arising from five core sources (i.e. government policies, regulatory frameworks, industry networks, competitive bidding culture and construction technology and innovation). A questionnaire survey was conducted to gather industry stakeholders’ perceptions of the identified factors, and the results were analyzed using descriptive statistics. Findings Findings indicate 37 significant factors affecting sustainable competency arising from five sources, and the top factors from their respective sources were unfavorable financial policy; unfavorable economic regulatory framework; lack of trust between parties in the industry; inability of SMCs to compete with bigger construction companies; and poor linkages between CI and research and development institutions. Furthermore, factor analysis identified 12 components, and the top ones were competition and uncertainties in the supply chain; unsuitable bidding environment; and ineffective industry networks. Originality/value The findings will contribute to the body of knowledge on the factors affecting the sustainable competency of SMCs in the Ethiopian CI. They also indicate priority areas of competitiveness improvement and have implications for decision-makers.

Barriers to risk management in small construction projects in Sri Lanka

“…However, several studies indicated that time spent on management in small construction projects was disproportionate to project costs (Amoah and Pretorius, 2020)). Moreover, due to a lack of internal experience, small and medium-sized contractors (SMCs) are not effective in managing risks in their small projects (Aboneh and Mahesh, 2023). There is a dearth of research on the implementation of RM in small projects.…”