ISSN: 2226-3624
Open access
This study investigates the effect of strategic management practices on project performance in Abu Dhabi transport construction companies, with particular emphasis on strategic analysis, strategic choice, and strategic implementation, while examining the moderating role of project administration. Transport construction projects are characterised by high complexity, regulatory oversight, and significant resource commitments, making effective strategic management essential for achieving performance objectives. A quantitative research design was employed, and data were collected from professionals working in transport construction organisations. The proposed model was tested using partial least squares structural equation modelling to assess both direct and moderating relationships among the study variables. The findings reveal that strategic analysis, strategic choice, and strategic implementation each have a positive and significant influence on project performance, indicating that performance outcomes are shaped by a structured strategic process rather than isolated managerial actions. The results further demonstrate that project administration strengthens the relationships between strategic management dimensions and project performance, highlighting its role as a critical enabler that supports the translation of strategic intent into operational results. These findings suggest that effective project performance in transport construction environments depends on the integration of strategic management practices with robust administrative systems. The study contributes to the strategic management and construction project performance literature by providing empirical evidence from the Abu Dhabi transport sector. Practically, the results offer guidance for managers and policymakers seeking to improve infrastructure project outcomes through enhanced strategic planning, informed decision-making, effective implementation, and strong project administration.
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