MANAGEMENT STRATEGIES AFFECTING THE BUSINESS PERFORMANCE OF PRIVATE CONSTRUCTION CONTRACTORS IN KHON KAEN PROVINCE

Abstract

This study aimed to examine the relationship between management strategies and the business performance of private construction contractors in Khon Kaen Province. A quantitative research approach with a survey research design was employed. The sample consisted of 390 entrepreneurs, managers, and employees of private construction contracting businesses in Khon Kaen Province. Data were collected using a five-point Likert-scale questionnaire. Statistical techniques included frequency, percentage, mean, standard deviation, Pearson’s correlation coefficient, and multiple regression analysis. The results revealed that all dimensions of management strategies were positively correlated with business performance at the .01 level of significance. Employee Competency Strategy (ECS) demonstrated the strongest relationship with business performance (r = .790), followed by Communication and Coordination Strategy (COMS) (r = .709), Cost Control Strategy (CCS) (r = .633), and Subcontractor Management Strategy (SMS) (r = .627). Furthermore, the results of multiple regression analysis indicated that management strategies jointly explained 68.0% of the variance in business performance (R² = 0.680, p < .001). Among the independent variables, Employee Competency Strategy exerted the strongest influence on business performance (β = 0.511, p < .001).

Keywords: Management Strategies, Business Performance, Private Construction Contractors, Khon Kaen Province