Critical Success Factors for Competitiveness of Egyptian Construction Companies
Abstract
:1. Introduction
2. Background
2.1. Overview of Competitiveness
2.2. Success Factors for Competitiveness of Construction Organizations
2.3. Models for Measuring Competitiveness in Construction Companies
3. Research Methodology
3.1. Data Collection
3.2. Reliability of Questionnaire
3.3. Data Analysis
3.3.1. RII Technique
3.3.2. FDM
- Collecting opinions of experts to find the evaluation score of each success factor’s significance given by each expert by using linguistic variables in questionnaires.
- Calculating the evaluation value of the triangular fuzzy number of each success factor given by experts. The computing formula is illustrated as follows:
- 3.
- Using a simple center-of-gravity method to defuzzify the fuzzy weight wj of each factor to develop the value Sj, the following are obtained:
- 4.
- Screening out factors by setting the threshold α that varies based on the researcher’s opinion in different studies [49]. The principle of screening is as follows:
- If Sj ≥ α, then the no. j factor should be selected.
- If Sj ˂ α, then the no. j factor should be deleted.
4. Results and Discussion
4.1. Respondent’s Profile
4.2. Ranking of Success Factors for Company Competitiveness Using RII
4.3. Screening of Success Factors for Company Competitiveness Using FDM
4.4. CSFs of Company’s Competitiveness
5. Conclusions, and Further Work
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
No. | Success Factors | Reference (Country) | ||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
El-Diraby, Costa [33] (Canada) | Tan, Shen [62] (Hong Kong) | FIDIC [64] (Switzerland) | Lu, Shen [60] (China) | Elwakil, Ammar [36] (Canada) | Hoang [15] (Canada and other countries) | Orozco, Serpell [61] (Chile) | Ercan and Koksal [65] (USA and Middle East) | EFQM [66] (Europe) | Badawy [16] (Canada) | Baldrige [37] (USA) | ||
1 | Company vision, mission, value and ethics | • | • | • | • | • | • | • | ||||
2 | Leadership communication and performance improvement | • | • | • | • | • | ||||||
3 | Sustainability of organization structure | • | • | • | • | • | • | • | • | • | • | |
4 | Organization and leadership structure | • | • | • | ||||||||
5 | Governance system | • | • | • | ||||||||
6 | Organization culture | • | • | • | • | • | • | |||||
7 | Image and reputation | • | ||||||||||
8 | Litigation and attribution history | • | ||||||||||
9 | Organization’s credibility | • | • | • | ||||||||
10 | Leaders’ personality and capability | • | • | • | • | • | ||||||
11 | Recognized grade of the company | • | ||||||||||
12 | Banking credibility rating | • | ||||||||||
13 | Promoting legal and ethical behavior | • | • | • | ||||||||
14 | Societal responsibilities and support of key communities | • | ||||||||||
15 | Communication and coordination among functional departments | • | • | • | • | • | ||||||
16 | Interaction between management and general staff | • | ||||||||||
17 | Assets of organization (Major facilities, technologies, and equipment) | • | • | • | ||||||||
18 | Company experience | • | • | • | • | • | ||||||
19 | Relative size and growth of company | • | • | • | ||||||||
20 | Strategy development, implementation, and improvement | • | • | • | • | • | • | • | ||||
21 | Availability and efficient utilization of company resources | • | • | • | • | • | • | • | • | |||
22 | Healthy and stable financial status | • | • | • | • | • | ||||||
23 | Financing capacity | • | • | • | ||||||||
24 | Price competitiveness | • | • | • | ||||||||
25 | Capability of gathering and processing information of new projects/contracts | • | • | |||||||||
26 | Value of projects completed in the past three years | • | • | • | ||||||||
27 | Credibility grade certified by relevant financial bodies | • | ||||||||||
28 | Capability of loan repayment | • | ||||||||||
29 | IT application and Technology management | • | • | • | • | • | • | • | • | • | ||
30 | Availability of R&D | • | • | • | • | • | • | |||||
31 | Project management knowledge area: integration, scope, schedule, cost, quality, contract, communications, risk, procurement, and stakeholder management | • | • | • | • | • | • | • | • | • | ||
32 | Proportion of advanced construction equipment and plant | • | ||||||||||
33 | Work system management and improvement (design and manage processes) | • | • | |||||||||
34 | Improvement system | • | ||||||||||
35 | Customer groups and types | • | • | |||||||||
36 | Customer relationship and satisfaction | • | • | • | • | • | • | • | • | |||
37 | Customer culture challenges | • | • | • | ||||||||
38 | Product offerings and customer support | • | • | |||||||||
39 | On the tender list for governmental works | • | ||||||||||
40 | Key types of suppliers, partners, and collaborators | • | ||||||||||
41 | Organization’s client and supplier awareness | • | • | |||||||||
42 | Relationship with government departments & with public | • | • | • | • | • | ||||||
43 | Relationship with partners, subcontractors or suppliers & designers and consultants | • | • | • | • | • | • | • | • | |||
44 | Payment to subcontractors/suppliers on time | • | ||||||||||
45 | Supplier environment | • | ||||||||||
46 | Effectiveness of co-ordination with subcontractors | • | ||||||||||
47 | Logistic and supply-chain management | • | ||||||||||
48 | Number and kind of competitors | • | • | |||||||||
49 | Workforce capability and capacity | • | • | • | • | • | • | • | • | • | ||
50 | Workforce communication and engagement | • | • | |||||||||
51 | Workforce satisfaction and motivation | • | • | • | • | • | • | • | ||||
52 | Workforce union relations | • | ||||||||||
53 | Workforce salary | • | ||||||||||
54 | Workforce performance | • | • | |||||||||
55 | Workforce change management | • | • | • | • | |||||||
56 | Effectiveness of workforce enhancements, training, and education | • | • | • | • | • | • | |||||
57 | Retention of core staff | • | ||||||||||
58 | Effectiveness of group-working and problem solving | • | • | • | ||||||||
59 | Availability and management of data, information, and knowledge | • | • | |||||||||
60 | Emergency readiness | • | ||||||||||
61 | Society satisfaction and social conditions | • | • | • | ||||||||
62 | Legal and regulatory environment | • | • | • | • | • | ||||||
63 | Political conditions | • | • | • | • | |||||||
64 | Construction industry conditions | • | • | • | • | • | ||||||
65 | Environmental issues | • | • | • | ||||||||
66 | Product maintenance | • | ||||||||||
67 | Having indicators measuring financial health, market and sales performance, productivity, overall operational, and innovation performance | • | • | |||||||||
68 | Having positive trends over the past three years for the indicators measuring its business results | • | ||||||||||
69 | Defining current levels and indicators of operational performance of key work systems and processes | • | ||||||||||
70 | Holding a regular customer survey, with indicators monitoring their satisfaction, complaints, and their perception of organization’s performance | • | • | |||||||||
71 | Comparing organization’s performance with benchmarks for the indicators measuring business, workforce, customers, and society results | • | • | |||||||||
72 | Having and developing indicators to monitor the workforce performance and satisfaction, how they understand the strategy, the quality of internal communication, and the adequacy of individual competitors to the needs of the organization | • | • | |||||||||
73 | Having positive trends over the past three years for the indicators concerning the workforce | • | • | |||||||||
74 | Having positive trends over the past three years for the indicators in the customer survey | • | • | |||||||||
75 | Understanding the rationale behind the evolution of the indicators concerning its workforce | • | • | |||||||||
76 | Having positive trends over the past three years for the indicators in the customer survey | • | • | |||||||||
77 | Having indicators measuring market and sales performance and other performance indicators | • | • | |||||||||
78 | Having positive trends over the past three years for the indicators measuring its business results | • | • | |||||||||
79 | Defining current levels and indicators of operational performance of key work systems and processes | • | • | |||||||||
80 | Having indicators to assess the image of the organization as being concerned about the environment, the environmental impact of the organization, and employees’ social commitment | • | • | |||||||||
81 | Having positive trends over the past three years for the indicators measuring societal performance | • | • | |||||||||
82 | Having indicators measuring sustainable management of building, equipment, material, and rational resources | • | • | |||||||||
83 | Having indicators measuring leadership and governance outcomes | • | • |
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Linguistic Terms (Performance/Importance) | Corresponding Triangular Fuzzy Numbers | ||
---|---|---|---|
a | b | c | |
Not important | 0 | 0 | 0.25 |
Slightly important | 0 | 0.25 | 0.5 |
Moderately important | 0.25 | 0.5 | 0.75 |
Important | 0.5 | 0.75 | 1 |
Very important | 0.75 | 1 | 1 |
No. | Expert’s Position | Relevant Work Experience |
---|---|---|
1 | Former Chairman of the Board of Directors of the Arab Contractors Company | 38 years |
2 | Chief Executive Officer | 33 years |
3 | Cost Control Director | 32 years |
4 | Cost Control Director | 27 years |
Respondents’ Category | Years of Experiences | Total | Percentage | |||
---|---|---|---|---|---|---|
5–9 | 10–15 | 16–20 | >20 | |||
Contractors | 45 | 13 | 3 | 6 | 67 | 75.28% |
Consultants | 18 | 1 | 1 | 2 | 22 | 24.72% |
Total | 63 | 14 | 4 | 8 | 89 | 100% |
Percentage | 71% | 16% | 4% | 9% | 100% |
Category | Proposed Success Factor | RII % | Standard Deviation | Overall Rank | Rank According to Contractors | Rank According to Consultants | Rank According to Respondents with ≥10 Years of Experience |
---|---|---|---|---|---|---|---|
Company Profile | Sustainable organization and leadership structure, and governance system | 83.37 | 1.14 | 1 | 1 | 2 | 2 |
Company Profile | Stating mission, vision, and values of the organization | 80.00 | 0.15 | 2 | 3 | 15 | 13 |
Company Profile | Key types of suppliers, partners, and collaborators | 80.00 | 0.98 | 3 | 2 | 20 | 11 |
Company Profile | Reporting relationships among the governance board, senior leaders, and parent organization | 79.55 | 1.09 | 4 | 7 | 1 | 8 |
Enablers | Using technology as a support to achieve strategies | 79.10 | 1.12 | 5 | 4 | 7 | 9 |
Company Profile | Relative size and growth of the organization | 78.43 | 1.14 | 6 | 10 | 3 | 27 |
Company Profile | Workforce groups and segments, educational requirements for different employee groups and segments, and the key drivers that engage them in achieving the organization’s mission and vision | 77.98 | 1.11 | 7 | 9 | 4 | 4 |
Company Profile | Key strategic challenges and advantages in the areas of construction services, operations, societal responsibilities, and workforce | 77.53 | 0.95 | 8 | 8 | 16 | 14 |
Results | Having indicators measuring financial health, market and sales performance, productivity, overall operational, and innovation performance | 77.53 | 1.12 | 9 | 6 | 21 | 18 |
Company Profile | Assets of the organization | 77.53 | 1.19 | 10 | 5 | 34 | 5 |
Company Profile | Key elements of organizational performance-improvement system | 77.30 | 1.04 | 11 | 11 | 8 | 21 |
Company Profile | Regulatory environment under which the organization operates | 77.30 | 1.17 | 12 | 12 | 9 | 3 |
Enablers | Producing, delivering and developing products and services in order to create optimum value for customers | 76.85 | 0.98 | 13 | 14 | 12 | 15 |
Enablers | Monitoring, reviewing and promoting internal performance and improvements throughout the organization | 76.85 | 1.00 | 14 | 19 | 5 | 16 |
Company Profile | Quantity and types of competitors and key collaborators | 76.85 | 1.09 | 15 | 15 | 13 | 19 |
Enablers | Taking care of the health and safety of workforce and providing good working conditions | 76.85 | 1.21 | 16 | 13 | 17 | 17 |
Enablers | Identifying external stakeholders and thorough an understanding of their needs and expectations based on the strategy, and managing relationships with them accordingly | 76.40 | 1.09 | 17 | 16 | 22 | 20 |
Enablers | Developing and sharing a mission, vision, set of values, and a code of ethics for the organization | 76.18 | 1.06 | 18 | 18 | 23 | 6 |
Company Profile | Key market segments, customer groups, and stakeholder groups | 75.96 | 1.09 | 19 | 20 | 24 | 12 |
Enablers | Managing and enhancing customer relationships | 75.96 | 1.10 | 20 | 21 | 25 | 1 |
Enablers | Designing and managing processes by taking into account stakeholders’ needs | 75.96 | 1.10 | 21 | 22 | 10 | 10 |
Enablers | Developing workforce knowledge and skills | 75.28 | 1.28 | 22 | 26 | 6 | 25 |
Company Profile | Key mechanisms for two-way communication with suppliers, partners, and collaborators, and the role they play in contributing and implementing innovations in the organization | 75.06 | 1.05 | 23 | 17 | 38 | 22 |
Company Profile | Suppliers’ and partners’ role in organizational work systems | 75.06 | 1.14 | 24 | 27 | 11 | 32 |
Results | Having positive trends over the past three years for the indicators measuring its business results | 74.83 | 0.99 | 25 | 25 | 18 | 23 |
Enablers | Assuring that the organization is agile and flexible enough to face changes effectively and create a sustainable organization | 73.93 | 1.09 | 26 | 24 | 35 | 28 |
Enablers | Assuring that the workforce understands the mission, vision, values and strategy, and that their evaluation is based on those | 73.93 | 1.14 | 27 | 29 | 26 | 26 |
Enablers | Addressing opportunities for innovation in products, operations, and the organizational business model | 73.71 | 1.08 | 28 | 30 | 27 | 29 |
Enablers | Managing the organization’s finance, buildings, equipment, materials and natural resources in a sustainable way, and continually reducing their impact on the environment | 73.48 | 1.20 | 29 | 31 | 28 | 33 |
Results | Defining current levels and indicators of operational performance of key work systems and processes | 73.26 | 1.04 | 30 | 23 | 46 | 35 |
Enablers | Sharing and understanding all necessary data and information to optimize decision making | 73.26 | 1.21 | 31 | 32 | 31 | 24 |
Results | Holding a regular customer survey, with indicators monitoring their satisfaction, complaints and performance perception | 73.03 | 1.29 | 32 | 33 | 32 | 34 |
Enablers | Having a system of rewards and recognition to honor and motivate the workforce via policies, services, and benefits | 72.81 | 1.37 | 33 | 28 | 43 | 7 |
Company Profile | Organization’s special health and safety requirements | 72.58 | 1.30 | 34 | 38 | 14 | 36 |
Enablers | Including a plan on the workforce needs for the future and having a workforce change management | 72.36 | 1.17 | 35 | 34 | 39 | 37 |
Company Profile | Key requirements and expectations for services, customer support services, and operations | 71.91 | 0.95 | 36 | 37 | 33 | 38 |
Company Profile | Available key sources of comparative and competitive data from within the construction industry | 71.46 | 1.08 | 37 | 36 | 44 | 45 |
Enablers | Balancing short- and long-term challenges and opportunities | 71.46 | 1.17 | 38 | 44 | 19 | 30 |
Company Profile | Differences in requirements and expectations among market segments, customer groups, and stakeholder groups | 71.01 | 0.87 | 39 | 35 | 47 | 31 |
Results | Comparing organization’s performance with benchmarks for the indicators measuring business, workforce, customers, and society results | 71.01 | 1.10 | 40 | 39 | 36 | 40 |
Enablers | Using market research, customer surveys and other forms of feedback to identify improvements, and effectively promote and market the organization’s products and services | 70.56 | 1.07 | 41 | 45 | 29 | 47 |
Results | Having and developing indicators to monitor the workforce performance and satisfaction, how they understand the strategy, the quality of internal communication, and the adequacy of individual competitors to the needs of the organization | 70.56 | 1.09 | 42 | 41 | 37 | 44 |
Results | Having positive trends over the past three years for the indicators concerning the workforce | 70.34 | 1.11 | 43 | 46 | 30 | 41 |
Enablers | Leadership communication with the workforce for achieving their strategy | 70.11 | 1.12 | 44 | 42 | 41 | 46 |
Company Profile | Key applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and product regulation | 69.89 | 1.22 | 45 | 43 | 45 | 43 |
Results | Having positive trends over the past three years for the indicators in the customer survey | 69.66 | 1.13 | 46 | 40 | 48 | 42 |
Results | Understanding the rationale behind the evolution of the indicators concerning its workforce | 68.54 | 1.12 | 47 | 47 | 42 | 39 |
Results | Having indicators to assess the image of the organization as being concerned about the environment, the environmental impact of the organization, and employees’ social commitment | 67.64 | 1.13 | 48 | 49 | 40 | 48 |
Results | Having positive trends over the past three years for the indicators measuring societal performance | 66.74 | 1.11 | 49 | 48 | 49 | 49 |
Category | Success Factor | Triangular Fuzzy Number | Crisp Value (Sj) | Result |
---|---|---|---|---|
Company Profile | Sustainable organization and leadership structure, and governance system | (0.00, 0.79, 1.00) | 0.597 | Select |
Company Profile | Stating mission, vision, and values of the organization | (0.50, 0.75, 1.00) | 0.75 | Select |
Company Profile | Key types of suppliers, partners, and collaborators | (0.00, 0.75, 1.00) | 0.583 | Select |
Company Profile | Reporting relationships among the governance board, senior leaders, and parent organization | (0.00, 0.74, 1.00) | 0.581 | Select |
Enablers | Using technology as a support to achieve strategies | (0.00, 0.74, 1.00) | 0.556 | Select |
Company Profile | Relative size and growth of the organization | (0.00, 0.73, 1.00) | 0.577 | Select |
Company Profile | Workforce groups and segments, educational requirements for different employee groups and segments, and the key drivers that engage them in achieving the organization’s mission and vision | (0.00, 0.72, 1.00) | 0.575 | Select |
Company Profile | Key strategic challenges and advantages in the areas of construction services, operations, societal responsibilities, and workforce | (0.00, 0.72, 1.00) | 0.573 | Select |
Results | Having indicators measuring financial health, market and sales performance, productivity, overall operational, and innovation performance | (0.00, 0.72, 1.00) | 0.573 | Select |
Company Profile | Assets of the organization | (0.00, 0.72, 1.00) | 0.573 | Select |
Company Profile | Key elements of organizational performance-improvement system | (0.00, 0.72, 1.00) | 0.573 | Select |
Company Profile | Regulatory environment under which the organization operates | (0.00, 0.72, 1.00) | 0.573 | Select |
Enablers | Producing, delivering and developing products and services in order to create optimum value for customers | (0.00, 0.71, 1.00) | 0.57 | Select |
Enablers | Monitoring, reviewing and promoting internal performance and improvements throughout the organization | (0.00, 0.71, 1.00) | 0.57 | Select |
Company Profile | Quantity and types of competitors and key collaborators | (0.00, 0.71, 1.00) | 0.57 | Select |
Enablers | Taking care of the health and safety of workforce and providing good working conditions | (0.00, 0.71, 1.00) | 0.57 | Select |
Enablers | Identifying external stakeholders and thorough an understanding of their needs and expectations based on the strategy, and managing relationships with them accordingly | (0.00, 0.71, 1.00) | 0.568 | Select |
Enablers | Developing and sharing mission, vision, set of values and a code of ethics for the organization | (0.00, 0.70, 1.00) | 0.567 | Select |
Company Profile | Key market segments, customer groups, and stakeholder groups | (0.00, 0.70, 1.00) | 0.566 | Select |
Enablers | Managing and enhancing customer relationships | (0.00, 0.70, 1.00) | 0.566 | Select |
Enablers | Designing and managing processes taking into account stakeholders’ needs | (0.00, 0.70, 1.00) | 0.566 | Select |
Enablers | Developing workforce knowledge and skills | (0.00, 0.69, 1.00) | 0.564 | Select |
Company Profile | Key mechanisms for two-way communication with suppliers, partners, and collaborators, and the role they play in contributing and implementing innovations in the organization | (0.00, 0.69, 1.00) | 0.563 | Select |
Company Profile | Suppliers’ and partners’ role in organizational work systems | (0.00, 0.69, 1.00) | 0.563 | Select |
Results | Having positive trends over the past three years for the indicators measuring its business results | (0.00, 0.69, 1.00) | 0.563 | Select |
Enablers | Assuring that the organization is agile and flexible enough to face changes effectively and create a sustainable organization | (0.00, 0.67, 1.00) | 0.558 | Select |
Enablers | Assuring that workforce understands the mission, vision, values and strategy, and that their evaluation is based on those | (0.00, 0.67, 1.00) | 0.558 | Select |
Enablers | Addressing opportunities for innovation in products, operations, and the organizational business model | (0.00, 0.67, 1.00) | 0.557 | Select |
Enablers | Managing the organization’s finance, buildings, equipment, materials and natural resources in a sustainable way, and continually reducing their impact on the environment | (0.00, 0.67, 1.00) | 0.555 | Select |
Results | Defining current levels and indicators of operational performance of key work systems and processes | (0.00, 0.67, 1.00) | 0.562 | Select |
Enablers | Sharing and understanding all necessary data and information to optimize decision making | (0.00, 0.67, 1.00) | 0.563 | Select |
Results | Holding a regular customer survey, with indicators monitoring their satisfaction, complaints and performance perception | (0.00, 0.66, 1.00) | 0.553 | Select |
Enablers | Having a system of rewards and recognition to honor and motivate the workforce via policies, services, and benefits | (0.00, 0.66, 1.00) | 0.553 | Select |
Company Profile | Organization’s special health and safety requirements | (0.00, 0.66, 1.00) | 0.552 | Select |
Enablers | Including a plan on the workforce needs for the future and having a workforce change management | (0.00, 0.65, 1.00) | 0.551 | Select |
Company Profile | Key requirements and expectations for services, customer support services, and operations | (0.00, 0.65, 1.00) | 0.549 | Delete |
Company Profile | Available key sources of comparative and competitive data from within the construction industry | (0.00, 0.64, 1.00) | 0.546 | Delete |
Enablers | Balancing short- and long-term challenges and opportunities | (0.00, 0.64, 1.00) | 0.546 | Delete |
Company Profile | Differences in requirements and expectations among market segments, customer groups, and stakeholder groups | (0.00, 0.64, 1.00) | 0.546 | Delete |
Results | Comparing organization’s performance with benchmarks for the indicators measuring business, workforce, customers, and society results | (0.00, 0.64, 1.00) | 0.544 | Delete |
Enablers | Using market research, customer surveys and other forms of feedback to identify improvements, and effectively promote and market the organization’s products and services | (0.00, 0.63, 1.00) | 0.543 | Delete |
Results | Having and developing indicators to monitor the workforce performance and satisfaction, how they understand the strategy, the quality of internal communication, and the adequacy of individual competitors to the needs of the organization | (0.00, 0.63, 1.00) | 0.543 | Delete |
Results | Having positive trends over the past three years for the indicators concerning the workforce | (0.00, 0.63, 1.00) | 0.543 | Delete |
Enablers | Leadership communication with the workforce for achieving their strategy | (0.00, 0.63, 1.00) | 0.542 | Delete |
Company Profile | Key applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and product regulation | (0.00, 0.62, 1.00) | 0.541 | Delete |
Results | Having positive trends over the past three years for the indicators in the customer survey | (0.00, 0.62, 1.00) | 0.541 | Delete |
Results | Understanding the rationale behind the evolution of the indicators concerning its workforce | (0.00, 0.61, 1.00) | 0.536 | Delete |
Results | Having indicators to assess the image of the organization as being concerned about the environment, the environmental impact of the organization, and employees’ social commitment | (0.00, 0.60, 1.00) | 0.533 | Delete |
Results | Having positive trends over the past three years for the indicators measuring societal performance | (0.00, 0.58, 1.00) | 0.532 | Delete |
Rank | CSFs Using RII | Success Factor After FDM Screening | Final Results |
---|---|---|---|
1 | Sustainable organization and leadership structure, and governance system | Selected | Organization and leadership structure, and governance system |
2 | Stating the mission, vision, and values of the organization | Selected | Stating mission, vision, and values of the organization |
3 | Key types of suppliers, partners, and collaborators | Selected | Key types of suppliers, partners, and collaborators |
4 | Reporting relationships among the governance board, senior leaders, and parent organization | Selected | Reporting relationships among the governance board, senior leaders, and parent organization |
5 | Using technology as a support to achieve strategies | Selected | Using technology as a support to achieve strategies |
6 | Relative size and growth of the organization | Selected | Relative size and growth of the organization |
7 | Workforce groups and segments, educational requirements for different employee groups and segments, and the key drivers that engage them in achieving the organization’s mission and vision | Selected | Workforce groups and segments, educational requirements for different employee groups and segments, and the key drivers that engage them in achieving the organization’s mission and vision |
8 | Key strategic challenges and advantages in the areas of construction services, operations, societal responsibilities, and workforce | Selected | Key strategic challenges and advantages in the areas of construction services, operations, societal responsibilities, and workforce |
9 | Having indicators measuring financial health, market and sales performance, productivity, overall operational, and innovation performance | Selected | Having indicators measuring financial health, market and sales performance, productivity, overall operational, and innovation performance |
10 | Assets of the organization | Selected | Assets of the organization |
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Mohamed, H.A.E.; Eltohamy, A.I. Critical Success Factors for Competitiveness of Egyptian Construction Companies. Sustainability 2022, 14, 10460. https://doi.org/10.3390/su141710460
Mohamed HAE, Eltohamy AI. Critical Success Factors for Competitiveness of Egyptian Construction Companies. Sustainability. 2022; 14(17):10460. https://doi.org/10.3390/su141710460
Chicago/Turabian StyleMohamed, Hany Abd Elshakour, and Ahmed Ibrahim Eltohamy. 2022. "Critical Success Factors for Competitiveness of Egyptian Construction Companies" Sustainability 14, no. 17: 10460. https://doi.org/10.3390/su141710460