Construction management researchers ~Betts and Ofori 1992;
Warszawski 1996! have been preoccupied with the concept of
competitive positioning and its performance implications for quite
some time. These works have provided important insights on the
concept of competitive positioning in the context of the construction
industry. However, most of these researchers explore the possibility
of applying the concept of competitive positioning to the
construction industry and adopt an anecdotal research approach.
Only a few construction management researchers have empirically
explored the concept of competitive positioning ~Jennings
and Betts 1996! and its performance implications ~Akintoye and
Skitmore 1991; Hampson and Tatum 1997! in the context of the
construction industry. Research on competitive positioning in the
construction industry appears to be unbalanced in favor of anecdotal
or descriptive approaches. Yet it is empirical research studies
that enable researchers to validate or refute hypotheses, and
this in turn stimulates developments in the field. The objective of
this research is to adopt an empirical research approach, and to
explore the concept of competitive positioning and its performance
implications in the context of the construction industry