Social Impacts Relating to Increased Organized Crime – Case Study into the City Of London
Organized crime involves numerous criminal agents that work together in criminal activities. London has been considered as the criminal capital of Europe due to the high level of organized crime activities. London’s attractiveness for organized crime is due to its large population and its well established international transport infrastructure. The aim of this project is to determine the social and cultural factors that influence the increasing organized crime activities. As per the literature review, organized crime groups engage in numerous activities including theft, people smuggling, sex trafficking and fraud. All of these activities have numerous negative social and economic impacts on the London society.
The study utilizes secondary sources of data due to the magnitude of the research population. Only reputable third party sources of secondary data were used. The study’s findings showed that demographic factors such as poverty, high crime rate and family stress factors are the key contributors to the rise of organized crime in London. In addition, the study found out that organized crime is a result of systematic processes that entails complex interconnections between individual, cultural and social factors over the course of an individual’s life. These factors are family, disorders, education, substance abuse and inheritable gene traits.
Organized Crime London
The study recommends that a witness protection program be reinforce in the city of London in order to protect those who are willing to come forward and cooperate with law enforcement agencies against organized criminal gangs. The second recommendation is that laws should be enacted that allow law enforcement agencies to navigate through the limitations of the existing statute. Finally, the dissertation recommends that all stakeholders should be integrated in the process of combating organized crime in London.
Dissertation objectives
To establish the criminal activities that are on the increase due to the activities of organized crime syndicates within London
To establish the social and cultural factors within London that are attributed to the rise in organized criminal activities
To understand how these identified social and cultural factors can be mitigated to reduce crime activity within the greater London region
Dissertation Contents
Introduction
Research Aims and Objectives
Literature Review
Organized Crime in London
The Criminal Activities of London crime groups
People Smuggling
Sex Trafficking
Drug trade
Excise fraud and smuggling
Fraud and Theft
The social and economic cost of organized crime
Research Methodology
Approach to Data Analysis
Approach to Write Up and Discussions
Limitations
Ethical Considerations
Findings and Analysis
Criminal Activities that are on the Rise in London due to Crime Syndicates
Social-Cultural Factors that Contribute to Increased Criminal Activities in London
The Mitigation Measures to the Social Cultural Factors that Contribute to Crime in London
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Strategic management is a technique used by managers to give a firm a long-term direction and involves a systematic analysis of decisions, actions that create a competitive advantage. It involves the analysis of strategic goals, vision, and mission and the internal and external environmental factors in a firm. SWOT is an acronym standing for strengths, weaknesses, opportunities, and threats. SWOT analysis involves the assessment of a firm’s internal strengths, weaknesses and the external opportunities and threats (Henry, 2008). This analysis helps to identify the strengths and capabilities to minimize weaknesses, along with identifying opportunities to overcome threats. In reference to Toyota Company, leading automobile firm, a SWOT analysis on the company’s Strengths, weaknesses, threats and opportunities are as follows.
The Toyota Corporation is a leading automobile manufacturing in the world among other companies such as Ford. It has a strong production process that is effective and efficient in saving costs, this creates a competitive advantage. Cost savings helps to set affordable prices of their products to end users, over the competitors. The firm utilizes resources and eliminates unwanted costs in the production process. This strategy creates a competitive edge for Toyota, by reducing costs and increasing the production capabilities and efficiency
Toyota has strong horizontal integration merge verses the competitors who have vertical integration relationships. Strong relationship with supplier creates a competitive advantage, and it informs of updates or any developing changes (Henry, 2008) Horizontal merge proves to be cost effective, reduce risks and increase benefits. Merging helps to pool together resources of the combining companies, creating a favorable business environment. Synergy is one of the benefits of combining companies, and sharing of resources e.g. distribution channels. Toyota opts for best suppliers in Japan.
Toyota has a strong culture advantage, employees’ devotion in their jobs, performance and desire to improvement. It treats it employees with legitimate sense of respect and loyalty. The Japanese value work differently from competitors for instance the Americans this is reflected in their quality products they offer to the market. Toyota in invests more its employees empowers them to be creative and innovative (Hino, 2012). A strong sense of respect of hierarchal authority enables fast decision-making and implementing Strategic plan.
A weakness is something or a condition that hinders a firm from achieving it objectives. It is a competitive deficiency (Henry, 2008) Toyota offers financial services such as insurance, credit cards. These services report low profits to the firm than other segments. Such financial services can render a competitive edge as well as a deficiency in for firms the financial strength.
Toyota use the just in time system which gives Toyota a competitive advantage, but too much dependency of this system can lead to malfunction if the supplier provision does not meet the requirements of the firm. Failure to meet these requirements affects the products quality in addition, to the manufacturing system.
Toyota capitalizes on the strengths to meet its threat and take advantage of the external opportunities. Toyota has a strong cultural advantage that enhances the organization structure, focuses on teamwork rather than individual efforts. It inspires creativity and innovativeness to employees to improve the quality of its products. Loyalty when dealing with employees and a unfailing sense of respect of the authority. Top managers make decisions, the employees respect their high figures, and this enables quick decision-making. It internal leadership and management helps Toyota to dominate the automobile industry. Toyota depends too much on its suppliers, this leads to a strong reliable relationship with it suppliers (Hino, (2012). Although this could be a weakness but it gives Toyota a competitive advantage over the competitors such as General Motors.
SWOT Analysis Toyota
Toyota is a dominating automobile firm, its produces affordable cars and other automobile related products. A SWOT analysis identifies Toyotas strengths, weaknesses, threats and opportunities. Internal analysis involves the assessment of the firm’s internal environment factors such as the organization structure, leadership and management among others. Toyota has a stable structure and principled leadership design (Hino, 2012). The quality of the products and employees loyalty dictates the strengths of the firm. Toyota is loyal to employees and produces quality products.
However, Toyota faces threats such as competition from existing and emerging firm in the automobile industry. It takes advantage of the internal strengths to take advantage of opportunities and minimize threats. Toyota Company has a strong relationship with its suppliers. This helps to fight the upcoming firms and the existing firms in the industry. A complex distribution channel discourages competitor’s efforts. Toyota uses it strengths to take advantage of opportunities, it has high producing capacity at minimum costs. They produce quality and affordable cars in the market (Hino, 2012). They differentiate their products to meet the consumers emerging desires. Toyota has incentives and discount programs that help improve the profitability of its financial services segment.
Conclusion
In Strategic, management SWOT analysis is a continuous process since the environment is changing. Toyota needs inspires its employees to continuously think of strategic changes that enhance improvement in quality of products in the future. It requires strong strategic plans difficult to duplicate, corrective actions to maintainable a competitive position of a leading automobile in the world.
References
Henry, A. (2008). Understanding strategic management. Oxford: Oxford University Press.
Hino, S. (2012). Inside the mind of Toyota: Management principles for enduring growth. New York, N.Y: Productivity Press.
Pearce, J. A., & Robinson, R. B. (2004). Strategic management: Formulation, implementation, and control. Boston, Mass: McGraw-Hill.
If you enjoyed reading this post on the SWOT analysis at Toyota. There are many other titles available in the Marketing Dissertation collection that should be of interest to marketing students and practitioners. There are many dissertation titles that relate to other aspects of marketing such as branding, corporate advertising, marketing strategy and consumerism to name a few. I would be grateful if you could share this post via Facebook and Twitter. Feel free to add your thoughts in the comments section. Thank you.
Community leadership is a vital consideration by most organization management. For an organization to survive in today’s ever changing environment, both internally and externally, it has to be ready to respond to these changes appropriately. The module of community leadership focused on leadership theories based on learning efforts to breed leaders who will be responsible in creating, formulating, and making decisions that develop not only the company but also the social well being of the community dwellers.
According to (Stacy, 2011), an organization moves will experience difficulties in its entire operation; production, processing, procurement, supply and sale if its leadership does not incorporate a culture of community leadership in its managing. For example, an organization should make efforts to involve other companies in the industry, its supply chain, its employees behavior both at work and home as well as all its stakeholders towards actions that the planets important resources, improving the surrounding physical state as well as dealing with the social problems of people living around that environment such as poverty.
According to Stacey (2011), community leadership starts from the down level of micro organizational behavior. It deals with individual employee’s behavior examining what motivates or de motivates him. Micro communities also looks at how an employee’s differences in the ability affects his productivity and how they view their work as well as the effect of the perception of their job on their behavior(Stacey, 2011). She concludes that Different personality features of employees have a significant impact on the organization just the same way different people have on each other.
A leader should also consider the Meso community of the organization. According to Stacy (2011), meso organizational behavior deals with people’s behavior when working together or general human behavior in groups. She emphasizes that knowledge of meso organisational behavior enables a leader to determine a combination of skills among group, members that raise their performance, what kind of socialization motivates staff as well as how managers can determine the potential leader when dealing with promotion.
Community Leadership
Macro community is aimed at comprehending an organisational behavior on the entire organization and the effects as well as the relationship between the company and the outside environment, (Schneider & Somers, 2006). They argue that the concept of macro organisational community is based on such disciplines as: sociology, which deals with the structure, organisational relationship as well as the social status; anthropology, which deals the cultural influences of both the organization and outside community as well as symbolism; political science, which deals with theories on power, mediations as well as conflict resolution and; economics, which balances competitiveness and efficiency. They further hypotheses that effective macro organizational practices can enable management to answer questions related to; power distribution in the company and how to maintain it, conflict resolution, strategies that can be used to coordinate work activities, how the company will be structured to control its internal and external environment (Schneider & Somers, 2006). The indicate that effective macro organisational leadership can be manifested in an organization that has en effective coordination and cooperation in its departments and groups, the application of both formal and informal ways in interorganizational communication as well as effective relationship between the organization and its specific relation to the environment .
Lichtenstein, B.B. et al. (2006) argues that community leadership should not be based on the view of pure formal organizations or even community organizations but should rather be based on a combination of the two which results to efficient management that balances the two sides, thus enabling organizations to not only achieve their goals but also operate in a sustainable environment. He however notes that community leadership may be hindered by several factors such as: higher resources needed to develop and maintain community projects and programs, especially by small organizations; hindrance by some communities for organizations intended or commences project or service delivery and; displacement of the growth paradigm with globalization paradigm.
Uhl-Bien & Marion (2009) hypothesizes that the culture of an organization is vital when dealing with community leadership. The culture of an organization does not only reflects on attitudes, philosophies and values but also influences the manner in which the organization’s staff interact with the management, between themselves and other stakeholders in and out of the organization. Since community leadership has to address this interaction, it is vital for the organization to instill a culture of responsibility to the external factors of the organization on in its staff.
According to Uhl-Bien & McKelvey (2007), in community and leadership, various teams, programs, and projects should be created in order to drive the different agendas of the company to success. Sustainability teams should be created to enhance implementation, execution, and completion of started projects and programs. Creating teams of employees committed to different organisational projects and initiatives is a vital method of creating synergy, speeding implementation, and enhancing team spirit. These sustainability teams represent different organisational departments such as production, sales and marketing, supply chain, as well as customer care thus enabling the organization’s balanced relationship to the external environment.
References
Lichtenstein, B.B. et al. (2006) ‘Complexity leadership theory: an interactive perspective on leading in complex adaptive systems’, Emergence: Complexity and Organization, 8 (4), pp.2-12.
Schneider, M. & Somers, M. (2006) ‘Organizations as complex adaptive systems: implications of complexity theory for leadership research’, The Leadership Quarterly,17 (4), pp.351-365.
Stacey, R.D. (2011) Strategic management and organisational dynamics: the challenge of complexity. 6th ed. Harlow: Pearson
Uhl-Bien, M. & Marion, R. (2009) ‘Complexity leadership in bureaucratic forms of organizing: a meso model’, The Leadership Quarterly, 20 (4), pp.631-650.
Uhl-Bien, M., Marion, R. & McKelvey, B. (2007) ‘Complexity leadership theory: shifting leadership from the industrial age to the knowledge era’, The Leadership Quarterly, 18 (4), pp.298-318
I hope you enjoyed reading this post on community leadership. There are many other titles available in the business management dissertation collection that should be of interest to MBA students and academic professionals. There are many dissertation titles that relate to other aspects of business such as strategy, leadership, international business, mergers and acquisitions to name a few. It took a lot of effort to write this post and I would be grateful if you could share this post via Facebook and Twitter. Feel free to add your thoughts in the comments section. Thank you.
The year 2016 is going to be remembered for long years to go for the historical term “Brexit” that meant Britain exiting from European Union. This possibility aroused since 2007, under the article 50 of treaty of European Union under European states. The final exit decision took place in June 2016 under the referendum where the votes in favor of leaving EU were 51.9%. Though there were many reasons that lead to Brexit, but some of the economic aspects are worth mentioning.
The people of Britain wanted self government system back that had existed hundreds of years ago. There were certain reasons that British citizens wanted to exit from European Union and thus held general elections to get rid of the government. The main issue behind this exit decision was that being under European Union made Britain feel like being ruled by a foreign power where they have no rights of taking their own decisions (Dagnis Jensen and Snaith, 2016). One of the key economic impacts is that Britain had been facing trade barriers under the European Union that could be well managed by this exit decision. The market prices for EU are much higher than the world market prices and that has been affecting the economy of Britain in terms that the country involved in producing more of the products that were worst and less of those it was best in producing. Furthermore this also led the customers to pay higher amounts due to tariff and trade policies of EU and thus the exit from it was the much significant decision (Weiler, 2015).
Brexit European Union
Figure 1: Income inequality in UK
Figure 1 above describes one of the key economic reasons why Britain chose to leave the European Union is inequality in Income. It describes that though the overall European economy was doing well and had larger benefits and shares, still these benefits are not being felt by population in an even and justified manner.
After this exit, the barriers both tariff and non- tariff on trade could be removed from UK that were being imposed upon by EU till now. This will in turn benefit the customers and raise their living standards due to larger decrease in import prices. In contrast to this there are certain arguments against this decision of exit of Britain from EU (Boulanger and Philippidis, 2015). The key UK producers could determine that the prices that they would get in the free market would be different they used to get inside EU, in fact it would be lesser.
The products they sell outside are no different they sell inside EU but the protection of customs union premium provided by EU would be lost that would affect these producers. It can be concluded from the above statements that the customers would be the people in benefit from this exit decision and also those firms that are willing to buy the products at the world prices, whereas the producers within the union would be disheartened as they would have to lose their share of premium under the European Union. There are further arguments describing that after Brexit, UK may opt to trade under World Trade Organization (WTO) policies (Dhingra, Ottaviano, Sampson and Reenen, 2016). In such case it would not be able to get benefits of tariff free trade as it had, being under the membership of EU. Further this would also support the companies in halting the inflow of less skilled workers from EU. It would also provide relaxation in migration policies and provide ease to the highly skilled immigrants from EU and non- EU countries to work.
Another economic perspective towards this decision of Britain is the gain that the customers and firms would have while balancing the resources and allotting them to industries which are efficient and removing from that are less or inefficient (Oliver, 2016). The key economists of the country also estimate the gain in trade of Britain after this exit to 4% rise in GDP. Despite of this there are arguments with risks of loss in job and foreign direct investment. It has been argued that the foreign investments would be reduced but it has neglected the fact that FDI is just due to better returns in foreign capital and thus the countries can invest, just the sectors would change where there are free trade policies. Further with the investments in new sectors, the jobs will also arise in those, thereby fulfilling the loss of jobs created in the European Union protected sectors.
After the result of referendum on Britain exiting EU, many economic, political and financial impacts are most likely to be seen. It would be not new and surprising to know that after the decision, London is to face a number of financial issues that would further have an impact on overall economy of the country (MacShane, 2015). The very first impact that could be seen in London would be loss of jobs. In making the decision of exit from the European Union, the future of the city of London has been one of the key concerns.
The government of London will have to involve in effective strategy formulation to manage the possible financial and economic effects of this referendum. There are possibilities of clash in market with the change in currency values that will have an overall impact over London and its market. However, it is being argued that the city will remain as the key financial centre of the world and will be successful in managing the “Brexit” situation as it has already undergone such crisis situations during the world wars too (Barrett and et.al, 2015). While London was within the European Union, it had been enjoying the title of world’s important financial centers which is now likely to get affected by various policies and regulatory aspects.
There are number of companies that have already announced that with this decision of exiting from the European Union, they would be moving their employees out of London. J.P. Morgan also in this context said that it would be relocating around 4000 of its employees out of Europe. There are many banks outside the nation, like from US that have been trading in London as to escape from the restrictions that exist outside the European markets (Swinbank, 2016).
Similarly with the news of Brexit, Deutsche Bank also said that it is going to relocate its employees. The effects of Brexit decision are to be studied for London, as it is not only the financial centre of Europe but has topped the list of world’s best city to do business due to fewer barriers. Therefore this decision will definitely be affecting its title and the overall business economy. There are many businesses dominating in London like banking, mortgage brokers, real estate firms and the overall financial industry that is much likely to be affected with this referendum. Furthermore, there are cities in EU like Paris, Frankfurt, Amsterdam and Dublin that would be most benefited with this change and have prospective of becoming the new London for the world markets (Springford and Whyte, 2014). The overall situation can also be understood with the concept of Passporting with context to EU that describes that all the European Union based financial institutions can sell their services without getting the approval of regulator.
Further after the Brexit, every such firm would need to get regulatory approvals on local basis that is a key factor driving their decision to move their business out of London. Passporting is one of the key features that have led to the success of the banking industry with EU nations due to ease of cross border transactions and investments. After this decision, London would need to develop a new regulator that would not only require cost but would also involve authentication to develop trust among the various business firms to rely upon (Danielsson, James, Valenzuela and Zer, 2014). Further authorization of new regulators would also take considerable time to establish itself that will bring a change in the overall financial and economic status for London for its exiting decision from the European Union.
There are various risks associated with all the firms working in UK that would be affected with the decision of Britain exiting the European Union. The city like London have been the financial hub of UK that would be the most affected area after the referendum result in Britain exiting the European Union. Most of the firms that are likely to be affected by this decision would be the financial institutions, banks, real estate firms, etc. Before this referendum’s result, there are many companies that have already announced their changing business plans and strategies for their firms in Britain, if the country was to leave EU (Virasami, 2016). Most of the banks and companies are already in need to leave UK, and shift their operations to other country under the European Union states. This is due to the ease of business and lesser trade barriers and tariffs under the European Union policies that might have a larger economic and financial impact on every business.
Companies like Vodafone have warned UK that it would be shifting its headquarters from London to some other country if it exited the European Union. On the same track, one of the biggest lenders of Britain, Lloyd’s Banking group had made plans to sell out the shares of the taxpayers that are prone to be affected once the decision is being made. Furthermore companies like Virgin group have plans to cut down around 3000 jobs with the Brexit. Apart from this there are companies that have put their future export and investment plans on hold after the final decision being announced. Also the lending firms have cut short their property purchasing in London (Helm, 2016).
The risks associated with the decision of Britain exiting EU are not countable or measurable but could be understood in terms of financial and economic losses. Large numbers of firms are to face the loss in market share and affect the availability of jobs as well as personnel. The risks for the companies also involve lowered profits for the firms and control over the personnel. This decision is also likely to affect the political and social scenario of the country. Immigration is a problem that is being faced by the nation and more than half of the population is immigrant of some other place. However, with this decision, the immigrants would move again in search of better opportunities and jobs. Also as studied above, after exiting EU, the regulatory approvals would become more difficult and troublesome for the firms to continue in the same way as it existed before. Though this decision is favorable for customers and buyers but producers and investors are the ones that are most likely to be affected (Williams, 2016).
The final decision of Britain exiting the European Union would completely reform the financial services industry of the country. It has been evident that the city of London had been the largest centre of financial investments in the complete European Union and has been attracting large number of banks and financial service providers. It will thus be required for UK to formulate effective polices and plans to retain all its existing business firms and develop regulatory authorities to manage the approvals after exiting from EU (Palmer, 2016).
With the step towards taking the decision of exit from EU, there are many threats and risks associated with Brexit. There are many uncertainties and challenges that British firms have to possibly face after this decision. After this, UK will have to lose its membership of European Economic Area, European Free Trade association etc. The committee handling risks have been analyzing potential risks and have coordinating to make sure they have better plans to deal with short term and long term risks. There are companies like British gas Insurance that may not have direct potential impact through Brexit but if their parent company Centrica is impacted then they might also face risks for which they need proper mitigation approaches.
Communication
There are companies that are getting involved in improving communication among the different managerial levels. They have plans to ensure each and every message and update over the Brexit issue and let all the people all over the organization know about it on consistent basis (MacShane, 2015).
Stakeholders
The risk managers have also plans to keep their stakeholders assured and manage them cautiously. They too are to be updated timely about their losses or gains with shareholdings in the firms. Also the stakeholders must have clarity of situation and the company must not make fake promises to them.
Change Management
This is one of the most important aspects to be considered in risk management approach. The firms and its employees must be completely ready to accept the possible changes that are to occur if UK leaves EU. There would be lot of changes in legal, economic and political scenario that would have an overall impact on the complete economy. These impacts could be seen not only for few days or months but for years (Springford and Whyte, 2014). Thus the managers must be aware about the next steps they are to take up for managing the changed scenario of UK after leaving the membership of EU.
There are possibilities that if Britain exits EU, there will be migration, attrition, policy changes and loss of shareholders that will change the complete business scenario for the country. Also the legal and authorizing business approvals would have to be established in a completely new form that would need the firms that intent to continue with UK, to manage the upcoming challenges.
There are many firms that have announced that they would be shifting their operations partially or fully to some other country that is an EU member state (Oliver, 2016). This is an approach that many firms have adopted in order to ensure that they do not face extreme losses or trade barriers.
It has been evident that EU states have benefits of free trade with least barriers but this would not be the situation if UK exits this membership. It has been a fact that the jobs in Britain are being safeguarded by EU as it has been a market centre for more than 500 million customers and it is Britain whose membership with EU has been the most attracting factor for FDI.
However this decision of Britain had led the firms to hire new people called effective troubleshooters that would help them in dealing with such situation after Brexit. The demand of lawyers, consultants, financial advisors and experts in the country has increased with this news flowing around for the sake of safeguarding the business from the post effects of this decision (Weiler, 2015). The organizations have started working on the reframing of trade agreements, funding problems and their solutions, staffing concerns, trade barriers and plans to deal with them. Though EU had provided free trade but the extreme interference of its policies in trade and profit sharing for the firms had made Britain to take such decision. Thus there are many firms that are still in support of this decision of Brexit, despite of the fact that this can be a potential threat to their business and funding requirements.
References
Barrett, A. and et.al, 2015. Scoping the possible economic implications of Brexit on Ireland. ESRI Research Series, 48.
Boulanger, P. and Philippidis, G., 2015. The End of a Romance? A Note on the Quantitative Impacts of a ‘Brexit’ from the European Union. Journal of Agricultural Economics, 66(3), pp.832-842.
Dagnis Jensen, M. and Snaith, H., 2016. When politics prevails: the political economy of a Brexit. Journal of European Public Policy, pp.1-9.
Danielsson, J., James, K., Valenzuela, M. and Zer, I., 2014. Model risk and the implications for risk management, macroprudential policy, and financial regulations. VoxEU. org, 8.
Dhingra, S., Ottaviano, G.I., Sampson, T. and Reenen, J.V., 2016. The consequences of Brexit for UK trade and living standards.
Helm, T., 2016. Brexit donor’s company spells out risks of quitting EU.
MacShane, D., 2015. Brexit: How Britain Will Leave Europe. IB Tauris.
Oliver, T., 2016. European and international views of Brexit. Journal of European Public Policy, pp.1-8.
Palmer, K., 2016. How businesses have reacted to Brexit so far.
Springford, J. and Whyte, P., 2014. The consequences of Brexit for the City of London. Centre for European Reform.
Swinbank, A., 2016. Brexit or Bremain? Future Options for UK Agricultural Policy and the CAP. EuroChoices, 15(2), pp.5-10.
Virasami, J.H., 2016. Brexit referendum: in-out, in-out, shake it all about.ROAR, 9, p.2016.
Weiler, J.H., 2015. Brexit: No Happy Endings; The EJIL Annual Foreword; EJIL on your iPad!!!; Vital Statistics; ICON. S Conference. European journal of international law= Journal europeen de droit international, 26(1), pp.1-7.
Williams, S., 2016. Brexit: What Companies Should Do Next.
I hope you enjoyed reading this post on Brexit and how it affects future trading arrangements for the UK and EU. There are many other titles available in the business management dissertation collection that should be of interest to business students and academic professionals. There are many dissertation titles that relate to other aspects of business such as strategy, leadership, international business, mergers and acquisitions to name a few. It took a lot of effort to write this post and I would be grateful if you could share this post via Facebook and Twitter. Feel free to add your thoughts in the comments section. Thank you.
The Impact and Effectiveness of Social Media Deployment within the UK Construction Industry
Over the past decade, social media has been at the forefront of how many individuals and organisations use the internet. This user-driven technology has provided a platform for users to publish their own content and share information through a variety of different interfaces. Often seen as industry that does not embrace change, the construction industry must ensure it understands the opportunities social media brings advertising, promotion, collaboration and communication are some of the themes considered.
Many within the industry have already adopted social media into their businesses, but there are some who have no interest. Four interviews were carried out with a variety of differing industry professionals; the findings were investigated to establish how social media was being used throughout the industry and how companies were looking to use it in the future.
The main findings showed a varying degree of social media adoption and differing views on the opportunities it presents for the industry in the future. It has been concluded that while it appears that social media has been adopted by the construction industry, it has only been bit part as most companies using the medium seem to only consider it a tool for promotion and few understand or implement it as a collaborative mechanism.
Dissertation Objectives
Assess the current use of social media within the construction industry
Compare the construction industries use of social media platforms to that of other industries
Investigate the reasoning construction companies choose to use or not to use social media
Critically appraise the effect of using social media and discover if there is a significant difference for those who have not invested in this medium
Consider the opportunities social media provides for a business and understand how it could affect the construction industry in the future
Social Media Construction Industry
Dissertation Contents
1 – Introduction
An introduction to social media in construction
Research rationale
Aim and objectives
Methodology
Secondary data collection
Qualitative research
Dissertation structure
2 – Literature Review
What is social media?
Types social media and the main platforms
Types of social media
Social media platforms
Uses of social media in business
Social media in construction
Social media in other industries
Social media as a collaboration tool
3 – Research Methodology
Quantitative
Qualitative
Chosen approach
Questionnaire design
4 – Data collection and Analysis
Data analysis respondents
Data analysis results
Introduction and general use of social media
How social media influences the perception of the construction industry
Organisations use of social media
The future of social media in construction
5 – Discussion
Social media in the construction industry
Implementing social media into a business
The future of social media in construction
6 – Conclusion, Limitations and Recommendations
General Conclusions
Satisfying the objectives
Analysis of objectives
Limitations
Recommendations
For more tips on how to write your own construction management dissertation check out the Construction Management Dissertation collection today. It contains many dissertation topics and dissertation titles. I would very grateful if you can share this post on Twitter or Facebook. Thank you.
