Managerial Skills in the Fourth Industrial Revolution for Competitiveness in the Construction Sector: A Case Study
DOI:
https://doi.org/10.24054/face.v26i2.4598Keywords:
managerial skills, soft skills, hard skills, emerging skillsAbstract
The aim of this study is to characterize the emerging managerial skills required by small and medium-sized enterprises (SMEs) in the construction sector operating in the era of the Fourth Industrial Revolution. This revolution has brought about digitalization and increasing sustainability demands, leading to significant transformations in the construction industry. These changes pose particular challenges for SME managers, especially in regional contexts characterized by high market instability. This research contributes to the literature by providing empirical evidence from a regional SME context and highlighting the strategic importance of adaptive, human-centered leadership for competitiveness in the construction sector. The study adopted an intrinsic case study methodology. Data were collected and validated through triangulation using direct observation, document analysis, and in-depth interviews. The key finding indicates that the development of these skills is not merely a gradual evolution but rather a significant shift in the leadership model employed within the construction industry. Such a transformation is essential for managing uncertainty and strengthening relationships with stakeholders in a global market. To achieve effective management, it is recommended that the transition from traditional to emerging managerial skills should not only be intensified but also implemented at a structural level.
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