The specificity of construction as an economic activity and of the construction product (goods and services) determine the existence of a complex vertical chain of links, involving different actors, which they perform simultaneously the function of the buyer of the product from a previous participant and vendor product to the next participant. In practice, this means that in every unit of the vertical chain construction firm as a buyer of resources and services can be monopsony or oligopsony, on the other hand as the seller of the created product may be in the role of a monopoly or oligopoly on the market. The aim of the study is the analysis the model of a bilateral monopoly on the resource and product market, the conditions of equilibrium and the behavior of the construction firm at the entrance and the exit, taking into account the specificities of different segments of the construction market.
On the construction market the participants tend to work in the short term and are limited rational using the accumulated knowledge and experience in their practice. In addition, it is characterized by a low level of inter-company connections, i.e. the same team seldom works together more than one project, resulting in a fragmentation of responsibility. The complex relationships between the firms involved in the vertical chain of value creation in construction objectively impose the need for their improvement and more efficient management. The aim of the study is the analysis the possibilities of creating a relatively stable relationship and a joint approach of clients, contractors and subcontractors by deepening the specialization and differentiation of each intermediate product, improving the quality of the final product, optimizing the costs, creating a higher additional value at each stage of the chain and ensuring economic, social and environmental performance of construction.
behaviour of the company in interacting with customers.
In addition, supporting the argument of a verticalconnection between the layers of a market-oriented organisational culture, this study found that when a company that exhibited certain values it also exhibited corresponding norm and related artefacts. For example, in the case of Company Two, there was quantitative and qualitative evidence of the value and corresponding norm of quality and competence – employees know what is expected of them and consequently what they should and should not do. Similarly, where