5 have been adopted to form a framework for measuring

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industry, the following indicators (Figure 2.5) have been adopted to form a framework for measuring the competitiveness of Chinese real estate industry enterprises. As shown in the figure 2.5, the study will adopted multiple indicators approach to evaluate the comprehensive competitiveness of real estate developers in China, which measure the organization competitiveness from multiple perspectives capabilities including management competency, organizing competency, technological capabilities, financial competency, market share, social responsibility and regional competitiveness. These perspectives together reflect the overall competitiveness of a real estate development corporate, since they are all necessary and indispensable capability to achieve the success of business for any real estate development corporate. Each of these aspects will be discussed as following.
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55 In terms of management competency, management in any business or organization is the activities to accomplish the setting goals and objectives by using the available resources efficiency and effectively. Regarding to the real estate development corporate, the management competency are surrounding the activities of real estate value chain realization, which mainly include strategic management, time management, cost management, quality management, risk management, environment management, safety management, contract management, and collaboration management. Each of these sub-activities can be represented by a series factors included in questionnaires. The Competitiveness of the Real Estate Development Corporate Management Competency Organizing Competency Financial Competency Technological Capabilities Market Share Social Responsibility Regional Competitiveness Strategic Management Time Management Cost Management Quality Management Risk Management Environmental Mgt Safety Mgt Contract Mgt Collaboration Organisational development Training Use of human resources Staff satisfaction IT technology Technological advancement R&D Construction technology Consumer satisfaction to technology Financing capabilities Capital growth Localisation Market coverage Land acquisition strategy & implementation Consumer satisfaction with the property sales Sales strategy & implementation Qualification Image and reputation Spending on charity Public relationship Corporate culture Population factor Infrastructure and strategies Urban economy Figure 2-5 Competitiveness indicators, criteria and attributes for assessing real estate developers in China
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56 Secondly organizing competency, in this study, it means the capability of motivating people act within organizations, which including disciplines like organizational behaviour, human resources, and management. Organizing competency is a very important competency for real estate developer, as it reflects the situation of organizational structure of developers. It comprises the four aspects such as organisational development, Training use of human resource, and staff satisfaction. These perspectives are used to represent the organizing
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