Effects of Competitiveness on the UK Construction Industry - Literature review Example

The success of an organisation in a given nation highlights the important factors that the organisation controls when compared to other organisations (Jones & Saad 2003). The UK construction industry enjoys various competitive factors that enable it to succeed in the current market. Some of the competitive factors within the industry include the good leadership strategies, strategic advantage, market advantage, good marketing strategies; furthermore, they have knowledgeable personnel, production advantage, modern technology, finance advantage, good administration and risk management advantage (Morton 2007).

Effects of competitiveness on the UK construction industry The U.K construction industry has more than 300, 000 firms, which employs over 2 million individuals to perform several roles (Morton 2007). The construction industry typifies the material and products used in construction, suppliers and the producers of the construction material, building services offered by contractors, providers and installers of the services, constructors, sub-constructors, professional advisors , construction clients and the different organisations that specialise in design and building (Morton 2007).

The sector accounts for 5 percent of the UK Gross Value Added, which is similar to the values that France, Germany and U.S contributes towards their economy (David & Male 2001). The construction industry in UK specialises in the residential and nonresidential building as well as infrastructure. The industry has an advantage because the designers, civil engineers, contractors and product manufacturers are globally reputable because they devise high-tech solutions to varied projects within the construction industry.

The industry has been undergoing a tremendous growth in the infrastructure and commercial construction sector (Cobbold & Lawrie 2001). The UK construction industry competes in an aggressive global market. The industry has high production level and its goods and services are of high quality. This counteracts the competition from other industries worldwide. The construction industry adopts several approaches that enable it to increase its productivity and quality (Benati 2004). The UK construction industry embraces admirable leadership strategies because it has a long-term defined vision.

This encourages the industry to meet the long-term developments. The leadership process also enables the industry to compete in the market because the industry gives room for success, letdown and learning. The UK construction industry maintains an appropriate learning environment because it allows people to learn from errors (Evers & Gerke 2008). This establishes a framework for the industry to improve on their developments; hence, reducing the possibility of failure. The leadership team within the industry highlights their expectations for them to monitor and identify whether they are competent enough to meet the set targets.

Additionally, the leadership team devises effective decision-making methods, which are vital in the building and maintenance of competitive advantage. The industry has a diverse management team with different talents; hence, maximizing their production. The leadership team has good communication skills, which enables them to build the long-term relationship and advance their operational productivity (Great