The purpose of this research is to study the strategies used by construction organizations in dealing with environmental issues. It identifies the factors which govern a firm's performance in respect of environmental management and explores the management strategies which are used to generate good environmental performance. The paper also seeks to consider the techniques adopted in pursuit of these strategies and to compare their effectiveness.
The research reviews the strategic management and environmental management and then proceeds to a case study investigation of six construction organizations. The case studies seek to uncover the variables that influence strategies for managing environmental issues. A cross‐case analysis provides an indication of the characteristics of those companies that demonstrate a higher environmental concern.
As environmental strategies are developed, the competencies in managing environmental issues will grow and lead to improved business performance. The growth in an organization's environmental competence provides the opportunity for increased competitive advantage.
A model is developed which illustrates the relationship between environmental management, business strategy and competitive advantage.
