The Corporate Agility’s Barometer of The Construction Company

Jevgenijs Locovs, Elīna Gaile-Sarkane


Corporate agility is not a futuristic dream. It is a contemporary tool each construction company should have in its toolbox for daily use.  In this article the authors identified and discussed the factors allowing to determine the level of construction company’s corporate flexibility. In their approach to determine all the major factors affecting construction company’s level of corporate flexibility, the authors used available data from different pertinent sources for systematic literature overviews; they also held interviews with experts in the field. For this purpose, the authors created questionnaire sets to evaluate the level of corporate flexibility within a given construction company. The questionnaire had to determine the existing situation in the company, its functionality within different departments, its collegiality and inter-relationships between co-workers, subordinates, and superiors, to explore the level of corporate flexibility, and much more. Based on the research results, it became possible to make a direct correlation between the level of the corporate flexibility of the given construction company and its performance. The already repeatedly mentioned corporate flexibility directly affected both corporate activities (supportive and primary) and internal and external environment. The research confirmed that corporate flexibility is the balance between the needed bureaucracy and organizational flexibility. In evaluating the results, the conclusion was made that in order to maximize the outcome of corporate efforts, focus should be made on several issues: measures to reduce bureaucracy, and most importantly, the scale of overly high level of responsiveness and flexibility, which may raise concerns about a chaotic and misbalanced structural organization within the company, when subsequent decisions should be made to improve the existing situation and prevent a potential danger.


Corporate agility; Construction company; Performance improvement

Full Text:



Adizes, I. (1999). Managing Corporate Lifecycle. Engelwood Cliffs, NJ: Prentice Hall.Burnes B., (2017). Managing change. 7th ed., Pearson, UK.

Aghina W., De Smet, A., & Weerde, K. (2015). Agility: It rhymes with stability. Mc Kinsey.

Appelbaum, S.H., Calla, R., Desautels, D., & Hasan L. (2017). The challenges of organizational agility, part 1. Industrial and Commercial Training, 49(1), 6–14.

Brockmann, C. & Girmscheid, G. (2010). Inter- and Intra organizational Trust in International Construction Joint Ventures. ASCE Journal for Construction Engineering Management, 136, 353–360.

Brooks, T. & Spillane J. (5-7 September 2016). Does Inappropriate Quality Control Demotivate Workers? A Critical Review. In: P W Chan and C J Neilson (Eds.) Proceedings of the 32nd Annual ARCOM Conference, Manchester, UK. Association of Researchers in Construction Management, 2, 823–832.

Cardosoa P., Domingueza C., & Paivaab A. (2015). Hints to Improve Motivation in Construction Companies. Conference on Enterprise Information Systems, International Conference on Project Management, Conference on Health and Social Care Information Systems and Technologies, CENTERIS, ProjMAN, HCist. Procedia Computer Science, 64, 1200–1207.

Dailey, R. (2016). Organizational behavior. Edinburgh Business School.

DeWitt, S., Yakowenko, G., Bohuslav, T., Ferguson, T., Hoelker E., Molenaar K., Schiess G., Smythe J., Triplett J., Wagman R. (2005). Construction Management Practices in Canada and Europe. Office of International Programs. US Department of Transportation. Federal Highway Administration.

Dan-Asabe, D. & Radosavljevic, M. (7-9 September 2009). Do construction companies need to match employees' expectations? In: Dainty, A. (Ed) Procs 25th Annual ARCOM Conference, Nottingham, UK, Association of Researchers in Construction Management, 1223–32.

Langford, D., & Male, S. (2001). Strategic Management in Construction. Blackwell Publishing company, UK.

Eaton, D. (2008). Human Resource Management in construction. Salford.

Erande, A., & Verma, A. (2008). Measuring Agility of Organizations - A Comprehensive Agility Measurement Tool (CAMT). Old Dominion University, Proceedings of the 2008 IAJC-IJME International Conference.

Epstein, D., & O'Halloran, S. (1999). Delegating Powers: A Transaction Cost Politics Approach to Policy Making Under Separate Powers. Cambridge University Press. UK.

Friberg, J.H. & Eldring L. (2013). Labour migrants from Central and Eastern Europe in the Nordic countries. Patterns of migration, working conditions and recruitment practices. Nordic Council of Ministers.

Gelfand, M.J., Erez, M, and Aycan, Z. (2006). Cross-Cultural Organizational Behavior. The Annual Review of Psychology, 58, 479–514.

Haneberg, L. (2011). Training for agility, T+D, 65(9), 50–55.

Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1).

Kondalkar V.G. (2007). Organizational behaviour. New Age International (P) Limited, Publishers, New Delhi, India.

Kast, F.E., & Rosenweing, J.E. (1979). Organization and Management. McGraw–Hill New York, USA.

L'huillier, B., (2014). What does ‘corporate governance’ actually mean? Corporate Governance Int. Journal of Business in Society, 14(3), 300–319.

Mintzberg, H., Ahlstrand, B., & Lampel, J. (2006). Strategy Safari: A Guided Tour Through the Wilds of Strategic Management, The Free Press, New York, USA.

Mintzberg, H. (1979). The Structuring of organizations, Prentice-Hall, USA.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, 390–396.

Mayo, E. (1933). The Human Problems of an Industrial Civilization. Routledge; 1st edition, USA.

Maassen, G.F. (2002). An International Comparison of Corporate Governance Models, 3rd edition, Spencer.

McGregor, D. M. (1960). The Human Side of Enterprise. McGraw Hill, New York.

Oberlender, G.D. (2000). Project management for engineering and construction. International Edition. The McGraw-Hill Companies, Inc. USA.

Ritz G.J. (1944). Total Construction Project Management. McGraw-Hill, Inc. USA.

Rajasekhar, R. (January 2017). Financial Performance Evaluation of Construction Industries. International Journal of Scientific and Research Publications, 7(1), 157–175. Retrieved from

Sull, D. (2010). Competing through organizational agility. McKinsey quarterly.

Siew R. Y. J. (2014). Human resource management in the Construction Industry - Sustainability Competencies. Construction Economics and Building, 14(2), 87–103.

Vroom, V. H. (1964). Work and Motivation, New York, NY: Wiley.

Vroom, V. H. & Deci, E. L. (1977). Management and Motivation: Selected Readings, Penguin Education, Penguin Books Ltd., Harmondsworth, UK.

Weber, M. (1948). Max Weber: Essays in sociology. Routledge and Kegan Paul: London, UK.

Wagner III, J.A., Hollenbeck, J.R. (2010). Organizational Behavior: Securing Competitive Advantage., Routledge, New York, USA, p. 5.

Yao, Y. (2009). Historical Dynamics of the Development of the Corporate Governance, Journal of Politics and Law, 2(4), 167–174.

DOI: 10.7250/scee.2021.0003


  • There are currently no refbacks.

Copyright (c) 2021 Jevgenijs Locovs, Elīna Gaile-Sarkane

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.