Exploring the Enablers for Enhancing Market Intelligence Culture in Construction Companies

Abstract

Purpose

This study investigates the key enablers for strengthening market intelligence (MI) culture within construction companies (CCs).

Design/Methodology/Approach

A sequential exploratory mixed-method approach was adopted, targeting large-scale CCs in Ghana. Initial exploratory interviews identified 12 potential enablers, which were further validated through an extensive literature review. Subsequently, exploratory factor analysis (EFA) was employed to uncover the latent dimensions underlying these enablers.

Findings

The EFA identified two principal enablers for enhancing MI culture within CCs: top management commitment and active internal marketing. Top management commitment encompasses the active involvement and sustained support of senior management in fostering an MI-oriented culture. Active internal marketing is the deliberate engagement and motivation of employees to internalize and advocate for the organization’s MI values.

Originality/Value

This study fills a notable gap in the construction management literature by providing empirical insights into MI culture enablers within a developing country context. It contributes to both academic understanding and managerial practice by supporting intelligence-led growth.

Practical Implications

The findings offer practical guidance to construction practitioners aiming to build intelligence-driven organizations. By prioritizing leadership commitment and effective internal communication, firms can enhance their responsiveness to market dynamics and improve strategic decision-making.

Limitations

While the study identifies and categorizes key enablers of MI culture, it does not examine the practical challenges that CCs may encounter in implementing these enablers.