Identification of critical success factors for construction organizations in the architectural/engineering/construction (A/E/C) industry

The traditional approach to corporate success in the architectural-engineering-construction (A/E/C) industry, both in academia and in industry, places great emphasis on the ability to plan and execute projects. In the past, companies completing projects in a timely manner within an established budget and meeting required quality considerations have been considered successful companies. Minimizing an emphasis on management practices and organizational stability, companies with a track record of successful project completion have been considered the A/E/C industries' top-performers. In contrast, other industries emphasize management practices at a corporate level as an essential element of success. However, the future environment in which the typical A/E/C company operates will be much different due to technological and economic advancements. Therefore, a shift in emphasis from project success to corporate success should be examined for A/E/C organizations to compete in an ever-changing marketplace. This dissertation advocates the adoption of a critical success factor methodology to enhance construction organization success and identify elements that are essential for organizations to achieve this success.