An Evaluation of Strategic Planning in Managing Crises within the Abu Dhabi Construction Sector

Abstract

This thesis adopts a mixed-methods research approach aimed to evaluate the role of strategic planning in the management of crises within the construction sector of Abu Dhabi. This study sought to answer the following main question: How effectively has strategic planning served to manage a crisis in the construction sector of Abu Dhabi? The following supplementary research also needed to be answered: (a) how effective has strategic planning been in managing crises in the construction sector of Abu Dhabi?; (b) what are the factors contributing to crises in the construction sector of Abu Dhabi?; (c) what are the different strategic planning methods implemented by the construction sector of Abu Dhabi to manage crises?; and (d) what measures should be taken to improve strategic planning for crisis management especially in the construction sector of Abu Dhabi? It was hypothesised that good strategic planning is positively correlated with effective crisis management. Data was collected using a mixed-methods research design that entailed using a combination of qualitative and quantitative research methods. The study specifically applied the mixed methods approach by integrating the questionnaires, interviews, and literature reviews as the data collection approaches. Descriptive statistics and Pearson correlation were used to analyse quantitative data while thematic and content analyses were used to synthesize the qualitative data. A purposive sampling methodology was used to arrive at a representative sample of 1,050 consisting of employees and managers drawn from 75 companies were used. It was found that there was no significant correlation established between strategic planning and crisis management; and that strategic planning is not necessarily associated with (or a predictor of) crisis management. It is concluded that even though strategic planning can be an important tool in managing crises, this can only be effectively done if strategic planning is appropriately executed. Otherwise, strategic planning may not necessarily lead to successful and effective crisis management. The implication is that the construction sector of Abu Dhabi is not well-positioned to withstand the various shocks occasioned or brought about by different types of crises; and this makes it particularly susceptible to virtually all kinds of crises. While some crisis risk mitigation measures have been put in place to manage these crises, the level of susceptibility of the sector to crises remains relatively high, especially when compared to the construction sectors of most countries in the developed world. It is therefore recommended that managers and other key players in the Abu Dhabi construction sector endeavour to identify and use strategic planning approaches that are best-suited to the kinds of challenges and crises to which they are most susceptible.

Date of Award	2025
Original language	English
Awarding Institution	Aberystwyth University